[Information on Angang and Bensteel Group's Product Price Policy Adjustments for April 2026] Angang's product price policy for April 2026 was adjusted as follows based on the product price policy for March 2026: 1. Hot-rolled: raised by 200 yuan/mt. 2. Pickling: raised by 200 yuan/mt. 3. Cold-rolled: raised by 200 yuan/mt. Automotive steel was raised by 200 yuan/mt. In addition, Angangshen high-strength wire in the 590 MPa, 780 MPa, 980 MPa, and 1180 MPa grades was raised by 200 yuan/mt. 4. Cold-hard: raised by 200 yuan/mt. 5. Galvanizing: raised by 200 yuan/mt. 6. Non-oriented silicon steel: raised by 200 yuan/mt. 7. Color-coated: raised by 100 yuan/mt. 8. Medium-thickness plates: raised by 200 yuan/mt. 9. Wire rod: raised by 200 yuan/mt. 10. Rebar: raised by 200 yuan/mt. 11. Alloy surcharge: please refer to the price list for details. Angang Co., Ltd. Marketing Center Mar 2026 Bensteel Group's product price policy for April 2026 was adjusted as follows based on the product price policy for March 2026: 1. Hot-rolled: raised by 200 yuan/mt. 2. Pickling: raised by 200 yuan/mt. 3. Cold-rolled: raised by 200 yuan/mt. Automotive steel was raised by 200 yuan/mt. 4. Cold-hard: raised by 200 yuan/mt. 5. Galvanizing: raised by 200 yuan/mt. 6. Electrogalvanization: raised by 200 yuan/mt. 7. Non-oriented silicon steel: raised by 200 yuan/mt. 8. Wire rod: raised by 200 yuan/mt. 9. Rebar: raised by 200 yuan/mt. 10. Special steel: raised by 200 yuan/mt. 11. Alloy surcharge: please refer to the price list for details. Bensteel Group Sheets & Plates Marketing Center, Beiying Operation Center Mar 2026

[Price Review] This week, silver prices continued to consolidate in a fluctuating range, but the war-driven rise in crude oil prices boosted US dollar demand again, putting pressure on precious metal prices and leaving the market relatively weak. Although during the week silver prices on the SGE tested the support level of 20,000 yuan/kg, and LBMA silver briefly fell below $80/oz, both later rebounded, indicating moderate support on the downside. This round of market movement was mainly affected by fading expectations for US Fed interest rate cuts and the still-uncertain direction of geopolitical risks in the Middle East. Market participation in the silver market declined, and short-term fluctuations narrowed somewhat. Gold/silver ratio, both gold and silver prices showed a consolidating fluctuating trend this week, and the gold/silver ratio also fluctuated around 60. [Key Data] Bullish: US February seasonally adjusted nonfarm payrolls: -9.2, below expectations and the previous reading US API crude oil inventory for the week ended March 6: -1.678 million, below expectations and the previous reading Bearish: US January retail sales MoM: -0.2%, above expectations and below the previous reading US EIA crude oil inventory for the week ended March 6: 382.4, above expectations and the previous reading Data and macro releases to watch next week include: The US Fed will announce its March interest rate decision and economic outlook, including the dot plot. The market generally expects the US Fed to keep rates unchanged in the 3.50%-3.75% range, and the probability of an interest rate cut has fallen to near zero. Fed Chairman Powell will hold a press conference after the rate decision to elaborate on the policy stance. US-Iran situation: Since the large-scale military action launched by the US and Israel against Iran on February 28, 2026, the conflict has lasted for more than two weeks. Iran's Islamic Revolutionary Guard Corps announced the highest level of combat readiness, and the Foreign Ministry explicitly ruled out the possibility of opening negotiations. The transmission effect through the energy channel (inflation) far exceeded that through other channels. Inflation concerns instead weighed on expectations for US Fed interest rate cuts, and the high-interest-rate environment pressured non-yielding assets such as gold and silver. [Price Forecast] Silver prices are expected to maintain a fluctuating trend amid the contest between macro disturbances and fundamentals. The continuing impact of the sharp rise in crude oil prices in the short term has gradually been transmitted, while renewed strength in demand for the US dollar and US Treasuries, together with cooling expectations for US Fed interest rate cuts, will keep precious metal prices under pressure in the short term.

[SMM Aluminum Price Weekly Review: Geopolitical Disruptions Dominate, Aluminum Prices Remain Elevated]

◼ At the beginning of 2026, Musk’s SpaceX plan for 100 GW of annual space PV capacity ignited the A-share market, with multiple concept stocks rising by more than 30 in a single month. At the same time, however, earnings previews from leading PV companies generally showed losses for 2025, and industry fundamentals remained in a deep winter. Behind the stark divergence between the speculative frenzy around the Musk-SpaceX concept and the earnings trough, is the market overly expecting a “second growth curve,” or is this a genuine signal of industrial transformation? ◼ As the global PV industry moves from rapid expansion into a new stage of rational development, its value has gone beyond that of clean energy alone: Against the backdrop of explosive growth in AI computing power driving massive electricity demand, compounded by energy security anxiety triggered by geopolitical conflict in the Middle East, developing PV may become a core strategic choice for countries to achieve their “dual-carbon” goals, build autonomous and controllable energy systems, and reduce electricity costs for end-users. ◼ Since the escalation of the U.S.-Iran conflict at the end of February, the world’s four major benchmark crude oil prices have entered a rapid upward trajectory. Before the outbreak of the conflict, oil prices had remained broadly stable; however, starting on March 2, as the fighting expanded and spread to the Persian Gulf, oil prices immediately entered a sharp uptrend. Note: Shanghai crude oil prices are converted based on the settlement-date exchange rate of 1:0.15. Source: Public information, SMM. ◼ Although the impact borne by different regions varies due to differences in energy mix, geopolitical location, and policy response, the surge in imported crude oil costs driving a broad rise in energy prices has become a common challenge facing all countries. Europe is a case in point. Although Europe’s direct dependence on Middle Eastern crude oil was not high, at only about 5 according to data from energy market intelligence firm Kpler, it remained highly dependent on the region for refined products such as diesel and aviation kerosene, as well as liquefied natural gas. Disruptions in the Strait of Hormuz caused by the conflict directly pushed up Europe’s terminal energy prices—fuel prices at gas stations across the region surged, and natural gas prices broke above EUR 60 per megawatt hour on the 9th, reaching a new high since 2022. The continued rise in energy prices is bound to transmit into broader areas of the economy, increasing overall inflationary pressure and once again underscoring the importance of building secure and controllable energy systems. Accelerating the Clean Transition of the Global Energy Mix, the PV Industry Advances Toward High-Quality Development ◼ The International Energy Agency (IEA) forecasts that, despite economic pressure, global electricity demand momentum remains strong in 2025, with growth rates in 2025 and 2026 expected to be 3.3% and 3.7%, respectively. Data from 2020 to 2025 showed that the global power market followed a trajectory of continued overall growth alongside structural transition toward cleaner energy , with the share of renewable energy sources such as solar rising significantly, although fossil fuels still accounted for the dominant share. ◼ According to the IEA’s Net Zero Emissions Scenario, solar power’s share in the energy mix is expected to rise from less than 2% at present to 12% in 2035 and 28% in 2050. This means PV installations are still far from reaching their ceiling, with substantial room for future growth. ◼ The past five years marked a critical period in which the global PV market shifted from rapid expansion toward rational development. The IEA forecasts that total global new PV installations over the next five years will reach about 3.68 TW, accounting for nearly 80% of new renewable energy additions over the same period, and are expected to become the world’s largest renewable energy source by the end of 2030. This is mainly due to its widening economic advantages—by 2024, the cost of solar PV power generation had already fallen 41% below the cheapest fossil fuel alternative, and these cost advantages are driving rapid growth in both PV installations and power generation share. Source: IEA, public information, SMM. ◼ As a key carrier of PV installations, especially the backbone of utility-scale power plants, solar panel mounting bracket installations are expected to maintain annual average growth of 5%-6% alongside installation growth. Specifically, to achieve annual average new PV installations of 500-600 GW, corresponding module demand is estimated at about 550-700 GW based on the capacity ratio. Assuming a conventional 1:1 module-to-bracket configuration, the annual average installation scale of brackets required for utility-scale PV plants alone would reach at least 250-300 GW. Source: public information, SMM. Escalating Challenges Reshape the Development Logic of the Global PV Market ◼ The PV industry is undergoing resonating internal and external pressures. Internally, the global economic slowdown has become intertwined with social issues, while the industry itself has entered a rational development stage after rapid expansion, making slower installation growth a certain trend. Externally, global trade frictions continue to intensify, with the US, Europe, and other regions erecting nearly insurmountable cost gaps through barriers such as anti-dumping and countervailing duties as well as local content requirements. Challenge 1: Global Trade Frictions and Escalating Trade Barriers ◼ In recent years, countries have introduced a series of policies to build PV trade barriers and reshape the global competitive landscape of the industry. The US imposed “double anti-” duties of as much as 3,403.96% on PV products from four Southeast Asian countries, South Africa raised module tariffs to 10%, and Brazil increased out-of-quota tariffs sharply from 9.6% to 25% through a quota system. Market access requirements for PV in India and Türkiye have also become increasingly stringent. Meanwhile, new supply chain control rules represented by the EU’s Net-Zero Industry Act (NZIA) have extended trade barriers deeper into the industry chain. By setting red lines on “third-country dependence,” they have established quantitative standards for supply chain restructuring. This series of changes has reshaped the competitive dimensions of the international PV industry and significantly raised the threshold for PV product imports and exports. Source: public information, SMM. Challenge 2: New Dynamics in the PV Market, with Incentive and Restrictive Policies Coexisting Source: public information, SMM. Outside China Enterprises Pursue Multi-Dimensional Breakthroughs Through Internal and External Efforts ◼ The practices of solar panel mounting bracket enterprises in the US, India, and other countries show that the key to coping with policy shifts overseas lies in combining “service-oriented” and “high-value” strategies. First, vertically extending from single-equipment sales to a service ecosystem covering the entire life cycle. Second, deepening horizontally by continuously optimizing business structure and extracting value from higher value-added segments. Solution 1: Launch Dedicated Plans Closely Aligned with Government Policies and Local Demand ◼ The global PV industry has now entered a new stage deeply reshaped by both market forces and policy. The growth logic of enterprises is shifting from the past single dimension of relying on technology iteration and cost declines to multi-dimensional competition closely integrating complex policy environments with localized demand. Against this backdrop, the key to corporate success lies in accurately interpreting policy intentions and launching development plans aligned with both market and policy. Tata Power Renewable Energy Limited (TPREL) precisely aligned with India’s “PM Surya Ghar: Muft Bijli Yojana” and launched the dedicated “solar for every home” plan while continuing to provide customized PV solutions. In Q1 FY2026, it added 220 MW of new rooftop PV installations, surging 416% YoY. TPREL also actively responded to local manufacturing policies by establishing 4.3 GW of solar cell and module capacity, ensuring supply while avoiding import tariffs. Through the synergy of “policy response + local capacity + customized services,” TPREL has effectively translated policy dividends into market competitiveness and steadily consolidated its leading position in India’s PV market. Solution 2: Use Acquisitions as a Link to Integrate Resources and Extend from Single Products to the Entire Industry Chain ◼ Competition in the global PV industry has fully escalated into a contest of entire industry chain system integration capabilities, and enterprises’ growth engines are shifting from past reliance on advantages in a single segment to a new model of providing integrated solutions through resource integration. In 2025, Nextracker used acquisitions as the core to integrate resources across the full chain, successively acquiring foundation engineering firms such as Solar Pile International and Ojjo, module supporting firms such as Origami Solar, and electrical system firms such as Bentek, thereby building a full-chain product matrix spanning structural, electrical, and digital solutions. Its performance continued to surge, with revenue rising from $1.9 billion in FY2023 to $3.4 billion in the trailing twelve months ended September 2025. It ultimately announced its transformation into a comprehensive energy solutions provider by renaming itself Nextpower, targeting revenue of more than $5.6 billion in FY2030. This strategy enabled its successful transformation from a single-product supplier into an entire industry chain service provider, solidifying its leading position in the global market. Solution 3: Optimize Business Structure ◼ Trade protectionism in the current PV market continues to intensify, with various trade barriers being layered on one after another. In response to this challenge, PV enterprises can achieve the dual objectives of “compliant operations” and “market retention” through business structure optimization. To avoid the equity constraints on FEOC under the US OBBB Act, Canadian Solar Inc. initiated a US business restructuring with its controlling shareholder CSIQ: it established two new joint ventures to separately manage PV and energy storage businesses, with its own stake set at 24.9% to precisely meet compliance requirements. At the same time, it transferred out 75.1% equity in three overseas plants supplying the US market, receiving a one-off consideration of 352 million yuan. This move enabled Canadian Solar Inc. to retain earnings from the US market through dividends and rental income. In the first three quarters of 2025, it achieved net profit of 990 million yuan, while large-scale energy storage shipments rose 32% YoY. After the adjustment, it focused on strengthening its advantages in non-US markets and successfully stabilized its global business layout with a compliant structure, providing a typical model for the industry in addressing trade barriers. ◼ For Chinese enterprises, in the face of trade frictions and overseas capacity gaps, they need to break through via three paths—“building plants near core markets, reducing costs and improving efficiency through technological innovation, and coordinating both within and outside the industry chain”— by pursuing localized deployment in Southeast Asia, Mexico, and other regions to avoid frequent trade frictions; promoting standardized production and high-end product R&D to enhance competitiveness; and building a “China + overseas” dual-circulation supply chain to stabilize costs. However, overseas expansion still faces challenges such as land and environmental protection costs, talent shortages, and supply chain fluctuations, requiring enterprises to conduct sound risk assessments, leverage policy support, and improve overseas investment service systems. Only by deeply integrating scientific capacity deployment, technological innovation, and industry chain coordination can the mounting bracket industry upgrade from “Made in China” to “Globally Intelligent Manufacturing” and achieve long-term development under the “dual carbon” goals. New Requirements Under the 15th Five-Year Plan, New Topics for PV Enterprises ◼ In a global market full of uncertainties, the consistency and strength of domestic policy have provided fertile ground for the growth of China’s solar panel mounting bracket enterprises. The newly released 15th Five-Year Plan further clarified China’s path for energy and industrial development. On the one hand, the construction of a new-type power system centered on consumption capacity has been listed as a priority task, and green manufacturing and full life cycle management have been formally incorporated into the assessment system. On the other hand, technological self-reliance and self-strengthening together with new quality productive forces have replaced scale competition as the main line of the new development stage. This series of changes signals that the country is driving a profound shift from “competing on capacity” to “competing on system value,” with the core goal of achieving autonomous and controllable energy structure. It is estimated that after the Two Sessions, various departments will successively roll out detailed plans to promote the full implementation of the blueprint. ◼ Key implementation measures include: 1) establishing a “dual controls” system for total carbon emissions and carbon intensity, while improving incentive and restraint mechanisms; 2) vigorously developing non-fossil energy and promoting the efficient use of fossil energy, while strengthening the construction of a new-type power system to ensure stable supply of green electricity; 3) applying both “addition and subtraction” by fostering green and low-carbon industries and promoting energy conservation and carbon reduction in key industry; 4) in addition, accelerating the green transformation of production and lifestyles to consolidate the foundation for green development. ◼ From the perspective of regional development layout, during the 15th Five-Year Plan period, China’s PV industry will show characteristics of regional coordination: north-west China will become the strategic focus by virtue of its natural endowments, exporting electricity through cross-provincial green electricity trading and other means to achieve two-way matching between energy resources and power load; eastern regions, by contrast, will focus on local consumption by high-energy-consuming industries and zero-carbon industrial parks. Source: public information, SMM. ◼ SMM forecasts that China’s new PV installations are expected to reach 208 GW in 2025 and continue growing at an annual average rate of 9% over the next five years, exceeding 292 GW by the end of the 15th Five-Year Plan period. Utility-scale PV will remain dominant, with its installation share staying above 50%. Based on the same logic, we estimate that China’s PV installation market will maintain annual incremental growth of at least 100-120 GW. Source: public information, SMM. ◼ Focusing on China’s steel consumption market for solar panel mounting brackets, SMM estimates that annual steel consumption in China’s PV mounting bracket sector will average about 4-4.5 million mt from 2026 to 2030, accounting for about 30% of total steel consumption in the PV industry over the same period (based on 2026 data). Note: only installation demand for utility-scale PV mounting brackets is included, excluding distributed steel structures, replacement from existing asset depreciation, and exports. Source: public information, SMM. SMM Ferrous Consulting Based on its understanding of the global steel industry chain and regional markets, as well as its strong industry database and network resources, SMM is committed to providing clients with consulting services across the upstream, midstream, and downstream industry chain. Services include market supply and demand research and forecasts, market entry strategies, competitor cost research, and more, covering end-use industry from iron ore, coal, coke, and steel. SMM Ferrous has successfully served more than 300 Fortune Global 500 companies, China Top 500 companies, central state-owned enterprises, state-owned enterprises, publicly listed firms, and start-ups. 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Silver prices were in the doldrums today. After the spot-futures price spread between the 2603 contract price and TD narrowed, some suppliers lowered their premium quotations to make shipments, though many still held prices firm and were reluctant to sell. In Shanghai, mainstream quotations from holders of silver ingots meeting the national standard were at premiums of 900-1,000 yuan/kg against TD in an attempt to hold prices firm, but transactions at high premiums were generally difficult. Downstream buyers actively negotiated prices, and only a small number of orders in the 100-500 kg range were concluded at high prices. Quoted and transacted prices in the spot market varied significantly, and there was also a wide divergence in on-market quotations. Suppliers holding prices firm and reluctant to sell coexisted with those, concerned about a future decline in premiums, who accepted negotiated price cuts. Premiums in the Shenzhen market declined slightly faster than in the Shanghai market. However, it was learned that although the premium prices of some non-delivery brands or unbranded silver ingots in the Shenzhen market were significantly below mainstream market quotations, product quality required strict inspection. After active price negotiations, downstream buyers bought the dip on demand, and spot market transactions were moderate.

Capacity side, according to incomplete statistics, China’s alkaline electrolyzer market remained at 43.77 GW and the PEM electrolyzer market remained at 2.7 GW, with no new capacity added. No offline delivery information was available this week. Project-related developments: Jiangsu Guofu Hydrogen Energy Technology Equipment Co., Ltd.: Its indirectly wholly owned subsidiary, Xinjiang Guofu Mingzhi Hydrogen Energy Technology Co., Ltd., entered into a sales agreement with independent third party Hefei Zhongke Hecheng Green Energy Co., Ltd. for hydrogen production equipment for a green fuel base demonstration project featuring 20,000 mt of green electricity-based hydrogen production and flexible synthetic ammonia. The total contract value exceeded 55 million yuan. Under the agreement, Guofu Mingzhi will supply the client with six sets of 1,000 Nm³/hour alkaline electrolyzers and auxiliary equipment, such as rectifier transformers, rectifier cabinets, and separation and purification equipment. Xizang Zangqing Energy Equipment Co., Ltd.: A tender announcement was officially issued for the EPC project covering design and construction of Phase I of the zero-carbon intelligent equipment base for the new energy industry of green hydrogen and green methanol in the Zangqing Industrial Park. It is understood that the project mainly includes: an annual output of 100 sets of 1,500 Nm³-2,000 Nm³ alkaline electrolyzers; a 500 MW/year production line for plateau-type PEM electrolyzers; a standardized production line for a 40,000 t/d methanol synthesis unit and components; an annual output of 120 sets of 500 kW integrated hydrogen-oxygen heat and power co-generation units; and an annual output of 50 sets of 500 kg/day skid-mounted integrated methanol hydrogen refueling station equipment. Renewable Green Hydrogen Energy (Inner Mongolia) Co., Ltd.: An announcement was issued on the signing of the EPC general contract for the Phase I, Stage I green ammonia project of the integrated 800,000 mt/year wind and solar power-hydrogen-ammonia project with Donghua Technology. It is understood that the contract was signed by both parties on March 5, with a contract value of 2.026 billion yuan (provisional estimate), and the construction period (mechanical completion) will run until June 18, 2028. Donghua Engineering Technology Co., Ltd. will mainly undertake the design, procurement, construction, operation assurance services, and guidance for startup and commissioning of the EPC project. Tangshan Haitai New Energy Technology Co., Ltd. : During the visit by the deputy secretary of the Abaqa Banner Committee in Inner Mongolia, the two sides further deepened cooperation on the 10 GW integrated wind and solar power-to-hydrogen project, working together to advance the project’s early commencement and commissioning. Maoming Binhai New Area Urban Investment Development Co., Ltd.: A public notice was issued on the shortlisted candidates for the construction of Phase I of the supporting road network project for the Green Chemical and Hydrogen Energy Industrial Park in Maoming Binhai New Area. The first shortlisted candidate was CCCC Fourth Harbor Engineering Co., Ltd., with a bid price of 98.210593 million yuan; the second shortlisted candidate was Hebei Xiangda Road & Bridge Engineering Co., Ltd., with a bid price of 98.23076 million yuan; and the third shortlisted candidate was Jiangxi Sitong Road & Bridge Construction Group Co., Ltd., with a bid price of 98.008929 million yuan. Fujian Tianchen Yaolong New Materials Co., Ltd.: A tender announcement was issued for the equipment procurement project for the hydrogen purification unit of the cyclohexanone technology upgrade and renovation project. It is understood that the project plans to procure one set of hydrogen purification unit equipment, with a maximum bid price of 7 million yuan. Inner Mongolia Juliyong Hydrogen New Energy Technology Co., Ltd.: Its new-type high-density, low-pressure solid-state hydrogen energy power R&D and industrialisation project was filed. The project will be constructed in Ordos City—Ordos Airport Logistics Park—Phase II, First Floor, Standardised Factory Buildings, Ordos Comprehensive Bonded Zone, Ejin Horo Banner, Ordos City, Inner Mongolia. The project is expected to be built in two phases, with a total investment of approximately 120 million yuan. It requires 10 million yuan in policy support funding, with Phase I investment of 40 million yuan and Phase II investment of 80 million yuan. The construction period is three years, and after completion, the project is expected to generate annual profit of 30 million yuan. Policy Review 1. At the press conference held during the fourth session of the 14th National People's Congress, Zheng Shanjie, Chairman of the National Development and Reform Commission, said that China would focus on developing the “six emerging pillar industries” and the “six future industries.” Among them, “green hydrogen energy and nuclear fusion energy” were included in the category of future industries. 2. The People's Government of Shandong Province issued the Implementation Plan on Supporting Jining in Accelerating Green and Low-Carbon Transformation and Building New Advantages in High-Quality Development. The document proposed supporting Jining in fostering and developing emerging industries and future industries such as hydrogen energy production, storage, and transportation, and supporting the construction of future industry acceleration parks; advancing R&D breakthroughs in key technologies such as hydrogen fuel cell vessels, building a leading inland new energy vessel manufacturing base in China; and supporting technological innovation and the promotion and application in fields such as hydrogen energy. 3. With the approval of the National Energy Administration, the Standardisation Technical Committee for the Hydrogen Energy Sector of the Energy Industry was established in Beijing. The establishment of the committee aims to improve the industry standard system, lead technological innovation, and regulate market order. Enterprise Updates Qinghang Times (Shenzhen) Technology Co., Ltd. : Qinghang Times was established on January 5, 2026, with a registered capital of 1 million yuan and legal representative He Rongjie. It was founded by a Tsinghua University master's and doctoral team, received support from Tsinghua innovation and entrepreneurship platforms such as Tsinghua i-Space and Tsinghua Chuang+, and was selected for the Sci-Tech Innovation Light “Future Sci-Tech Entrepreneur Program.” Through its technical solution combining liquid hydrogen storage and a high-temperature PEM hydrogen-electric coupling system, it increased aircraft driving range by more than 10 times and payload by 2–3 times. Recently, it completed seed-round financing worth several million yuan, with the investor undisclosed. Shenzhen Hydrogen Energy Co., Ltd.: Completed A+ round financing, with Shenzhen Energy Investment as the investor. Anhui Shuishui New Energy Technology Co., Ltd. : Anhui Shuishui Technology completed an A-round financing of over 100 million yuan, led by NIO Capital. This round of funding will be primarily used to fulfill large orders, increase R&D reserves, construct new factories, and support daily operations, in order to drive the integration and upgrading of the industry chain. SPIC Green Energy Co., Ltd.: held talks with Beijing Energy International Holding Co., Ltd., with both sides focusing on areas such as the construction of green electricity transmission channels into Beijing and pipeline transportation of green hydrogen, and conducting in-depth exchanges on deepening cooperation. Beijing Hydrosys Technology Co., Ltd. : helped successfully complete hydrogen refueling at Yunnan’s first integrated “PV–green electricity–hydrogen” refueling station. China Classification Society ​​​​​​​: supported the successful completion of the 16,136 TEU methanol dual-fuel container ship project. China Classification Society​​​​​​​​​​​​​​: the “COSCO 9802,” a single methanol-powered chemical tanker for which it carried out drawing approval and construction inspection, was successfully delivered. ​​Patent Applications​​ 1. Shanghai Institute of Ceramics, Chinese Academy of Sciences​​ (China) disclosed patent CN2025110028, developing a ceramic-based anion exchange membrane with a laboratory-tested lifespan of 80,000 hours. ​​2. Johnson Matthey​​ (UK) filed patent WO2025109876, disclosing a Fe-Ni-Mo ternary non-precious metal catalyst formulation with activity close to platinum-based materials. Technology Footprint/Technical Specifications​​ 1. A team from Xi’an Jiaotong University and Peking University jointly developed a new-type osmium-based catalyst, significantly improving the efficiency and economics of hydrogen production from AEM water electrolysis and supporting the large-scale deployment of low-cost green hydrogen. 2. Johnson Matthey and Syensqo achieved efficient recycling and reuse of platinum group metals and ionomers in PEM fuel cells and electrolyzers, substantially reducing the carbon footprint. 3.​​Research teams from the School of Electrical Engineering of Xi’an Jiaotong University and the State Key Laboratory of Electrical Materials and Electrical Insulation successfully developed the Ru/Ti3C2Ox@NF bifunctional electrocatalyst for seawater electrolysis. 4. The group standard Technical Specification for Wind and Solar Power, PV+ESS, and Green Electricity Coupled Electrolysis Hydrogen Production (No. T/CIEP 0272—2025) was released and implemented by the China Industrial Environmental Protection Promotion Association. Zhongneng Dayou Energy Technology Co., Ltd. successfully developed a 100 kW-class PEM electrolyzer hydrogen production multi-field coupling test device. 5. GKN Powder Metallurgy announced that it had developed a next-generation high performance, high-porosity, high-purity porous transport layer (HP-PTL) for proton exchange membrane (PEM) electrolysis.

[SMM Cast Aluminum Alloy Morning Comment: Futures Rebound Lifted Sentiment, Spot Quotes Rose Across the Board] Spot market, boosted by the rebound in futures prices, ADC12 quotes rose across the board today, with the SMM average price of ADC12 raised by 300 yuan/mt. Driven by the cost side, producers actively recouped earlier losses, generally raising prices by 200-400 yuan/mt. However, affected by wild swings in prices during the week, downstream purchase sentiment remained cautious, with most buyers staying on the sidelines and only restocking to meet immediate needs, while the overall pace of market transactions was stable. In the short term, against the backdrop of cost support and a mild release of supply, ADC12 prices were expected to hold up well.

[SMM Shanghai Spot Copper] The widening contango price spread between futures contracts for nearby months continued to strengthen suppliers’ willingness to ship to delivery warehouses, further tightening the availability of freely tradable spot copper and providing solid support for spot premiums. Against this backdrop, suppliers showed strong sentiment to hold prices firm during the day, with offers remaining firm. Demand side, downstream buyers maintained just-in-time procurement, providing some support for prices; supply side, although social inventory remained at a high level, more than half of the cargoes had already been converted into warrants, and spot circulation stayed tight. Shanghai added 1,759 mt of warrants yesterday, further intensifying the tightness in freely tradable cargo availability. Overall, under the dominance of delivery logic, Shanghai spot copper premiums are expected to remain in premium territory tomorrow.

Entering the Emergency Command and Production Monitoring Center at the headquarters of Shaanxi Nonferrous Metals Group, one saw data converging like streams on a giant LCD screen: robotic arms in the titanium processing workshop were moving with precision, and the current parameters of the aluminum electrolysis cells were fluctuating in real time... The production and operational status of more than a dozen subsidiaries, spanning hundreds of kilometers, was condensed into a limited space and transformed into vivid strings of numbers. “In the past, dispatching relied on phone calls, inspections relied on walking, and emergency response took at least two hours; now, with a click of the mouse, real-time conditions at the site are instantly displayed. We no longer depend on verbal descriptions from personnel, the scenarios are more realistic, command is more precise, and contingency plans can be activated within minutes.” The words of the person in charge of the Enterprise Management and Operations Information Department of Shaanxi Nonferrous Metals Group conveyed a sense of composure and confidence. That composure stemmed from a profound digital transformation. In 2025, Shaanxi Nonferrous Metals Group fully launched its “Year for Enhancing Digitalized Management and Control,” placing information technology development at the core of efforts to drive high-quality transformation and upgrading. Over the past year, with the overall objective of “vertical integration, horizontal connectivity, real-time online operations, coordinated action across all levels, and precise, effective execution,” Shaanxi Nonferrous Metals Group systematically advanced work across multiple dimensions, including business process reengineering, information system integration, and unified data standards, gradually building a digital system covering all areas of business operation and management, and injecting strong momentum into the enterprise’s modern governance and industrial upgrading. Top-Level Planning Seeing One Blueprint Through to the End In 2025, the information technology work of Shaanxi Nonferrous Metals Group closely focused on the annual goal of “initial visible results” in high-quality transformation and upgrading, serving the development of a modern industrial system and governance system. By building a management and control business system featuring “vertical integration and horizontal connectivity,” it established three major implementation paths: first, comprehensively reviewing and redesigning business processes to achieve standardized management; second, joining forces with leading technology companies in the industry to build a vertically integrated management and control system spanning all levels of the group; and third, unifying the standards and coding for eight categories of master data, including organization, personnel, materials, and accounting subjects, breaking through horizontal business barriers and focusing on in-depth digital development in key business areas such as investment, procurement, safety, finance, human resources, and Party building. To ensure effective implementation, Shaanxi Nonferrous Metals Group innovatively established a promotion mechanism featuring “three meetings, three lists, and three services.” It strengthened overall planning and coordination through the monthly meeting of the information technology leadership group, special project meetings, and work promotion meetings; relied on demand, project, and progress lists to achieve refined and period-based management; and ensured the solid implementation and sustained operation of information technology projects through full-cycle services covering consulting, development, and operations and maintenance. Building on Systems Constructing a Solid “Digital Tower” Shaanxi Nonferrous Metals Group used a major push in digital and intelligent transformation and upgrading to strengthen the foundation of its industrial reform and transformation, focusing on building a “big digital intelligence” empowerment system and using new models, new business forms, and new tools to amplify reform results. Consolidate the digital foundation. Strengthen digital infrastructure development across all industry chain clusters and all affiliated enterprises, accelerate the enhancement of data collection, processing, management, and application capabilities across the entire industry chain of “exploration, research, construction; mining, beneficiation, smelting; materials, equipment, trade,” and build a solid foundation for digital transformation. Focus on building a robust and reliable digital foundation and establish the overall “5 Ones + N” information architecture: “one foundation,” the Shaanxi Nonferrous enterprise cloud platform and a high-speed broadband network covering the Group’s information applications; “one platform,” a digital empowerment platform; “one portal,” the Group’s unified portal (external portal + internal portal); “one safeguard,” an information security and operations and maintenance support system; “one standard,” a standards and specifications system; and “N applications,” N business application systems covering the three levels of strategic decision-making, business management, and production operations. Improve data connectivity. Build a network interconnection environment and data flow mechanism covering all affiliated enterprises, accelerate information interconnection and computing power support, break down “data silos” across different links such as R&D, production, management, and marketing, and improve the level of internal business data integration and collaboration across the entire system. Through five major measures, including strict implementation of the “top leader accountability system,” the use of domestically developed and controllable products for basic software and hardware, PTN dedicated lines plus zero-trust technology to provide data exchange channels, the implementation of classified cybersecurity protection assessments for important information systems, and regular attack-and-defense drills, Shaanxi Nonferrous Metals Group built a multi-dimensional cybersecurity defense line to firmly safeguard the enterprise’s digital assets. At the same time, guided by the core objectives of “unified standards, unified platform, unified interfaces, and unified operations and maintenance,” supported by three major systems—the master data standards system, master data management system, and master data integration system—and carried by one intelligent master data management platform, it established a “1+3+1” data resource management system to achieve the aggregation, governance, and value mining of dispersed data. Strengthen intelligent integration. Focus on all links of “exploration, design, mining, ore dressing, smelting, processing, and trade,” vigorously advance the development of digital and intelligent demonstration scenarios, and build demonstration projects for advanced green digital and intelligent technologies. Centered on the entire value chain, all asset elements, and the full life cycle, make every effort to build an intelligent collaboration platform to support high-end upgrading, underpin green development, ensure production safety, and achieve efficient operations. Breakthroughs on Multiple Fronts Key Projects Demonstrate Digital Results The implementation of a series of key projects has become vivid testimony to the transformation and upgrading of Shaanxi Nonferrous Metals Group. Party-building informatization turned “soft tasks” into “hard indicators.” In response to the characteristics of primary-level Party organizations being “numerous in points, extended in lines, and broad in coverage,” the “Nonferrous Pioneer” Party-building informatization platform launched in 2025 integrated big data and artificial intelligence technologies to build a management matrix covering 6 major modules, 35 core businesses, and 80 detailed items, moving Party-building work from “paper” to “online.”Since the platform began operation, the efficiency of Party affairs processing has increased by 80, the incidence of overdue tasks has fallen by more than 50, the error rate in manual reporting has decreased by 80, and work traceability has achieved 100 digital coverage. By transforming Party-building assessment indicators into value-output dimensions such as strategic enforcement and risk prevention and control capability, a closed-loop mechanism of “push-execute-supervise-feedback” has been established, enabling deep integration between Party-building work and production and operations, with visible data and tangible results. Human Resources Informatization, Unlocking the Potential of the “Primary Resource.” Human resources informatization has entered a new stage of process-based and collaborative management, realizing full-process online and standardized management across organization management, personnel management, compensation and benefits, and performance management. It has not only addressed the problems of low efficiency and long processing times for procedures such as onboarding, confirmation of employment, job transfer, and resignation, but also resolved pain points such as non-standard approvals, inconsistent policy enforcement, and error-prone data verification. The effectiveness of operations management, compliance management, and data management has been improved in parallel, making human resources a true core driver of enterprise development. Financial Informatization, Building a Strong “Embankment” for Risk Prevention and Control. By implementing a decentralized, penetrative, group-wide financial control model, Shaanxi Nonferrous Metals Group established a three-in-one risk prevention system covering “operational risk-business risk-financial risk,” achieving end-to-end penetrative management “from business to statements, and from statements to funds,” and providing intelligent decision-making support throughout the full cycle of “post-event review-in-process optimization-pre-event predictive simulation.” The finance-supply chain integration project launched in January 2026 will further connect key links such as procurement, accounting, and capital, providing real-time and accurate data support for decision-making. Safety and Environmental Protection Informatization, Building a “Dual Line of Defense” Through Whole-Chain Intelligent Control. Taking the development of safety and environmental protection informatization as a starting point, Shaanxi Nonferrous Metals Group continuously deepened its intelligent monitoring and early warning capabilities and accelerated the construction of a whole-chain, visualized intelligent safety and environmental protection control system, thereby reinforcing the safety foundation for high-quality transformation and upgrading. Deepening intelligent monitoring to improve the precision of early warning. After the Group’s dual-prevention informatization platform went online, it established three-dimensional data coordinate models for major hazard sources such as mines, tailings ponds, and hazardous chemicals, accurately mapped key risk monitoring points onto the models, and visually presented hidden disaster-causing factors, thereby enabling intelligent risk analysis, assessment, and early warning. At the same time, it comprehensively promoted an informatized management platform for hazard identification and rectification, achieving full-process closed-loop management of issues and hazards from discovery and rectification to closure through real-time entry, dynamic updating, and whole-process tracking, and strictly preventing “omitted hazards and delayed rectification.” Strengthening process control to reinforce the on-site safety line of defense. Tianhong Ruike, through linkage with the digital dual-prevention system, achieved precise positioning of workers, real-time risk monitoring, and intelligent early warning, building a visualized safety assurance system deeply integrating “human-based prevention + technology-based prevention,” and driving on-site safety management from “passive response” to “proactive prevention.”Empowering outsourced operations oversight to achieve penetrative management. Relying on its safety and environmental protection information management and control platform and the Safety Assistant app, the Smelting Branch of Jinduicheng Molybdenum Group has established a model of “full-process online supervision + dynamic data empowerment” for contractors, enabling real-time tracking and closed-loop management across multiple links, and advancing outsourced operations oversight from “blurred control” to “precise penetration,” with both the penetrative strength and timeliness of supervision improved in tandem. In addition, a number of key projects, including the private cloud platform, the group-wide backbone network, and the electronic tendering and procurement platform, were completed and put into operation one after another, playing an important role in improving resource utilization rates, ensuring safety and compliance, and strengthening risk prevention and control. The outline of “Digital Nonferrous” is becoming increasingly clear. Intelligence Ushers In the Future Embarking on a New Journey Toward “AI+” Looking ahead to the 15th Five-Year Plan period, Shaanxi Nonferrous Metals Group’s information technology development will deepen the transformation toward “penetrative” management, use the “AI+” initiative as a key driver, and promote the intelligent upgrading of the traditional “mining, beneficiation, smelting, and processing” industries. Adhering to the approach of “building benchmarks, focusing on exemplars, and leading through demonstration,” the group will advance, in a coordinated and step-by-step manner, the full-chain work of “construction, trial operation, and acceptance” for more than 20 information technology projects currently under implementation. It will create typical application scenarios in fields such as mine exploration, mining and beneficiation, metal smelting, processing and manufacturing, and design and construction, so as to drive quality improvement and efficiency gains across the entire industrial chain from key points to the broader whole, and inject new vitality into traditional industries. Starting from applications in production scenarios, it will also build foundational computing power platforms in parallel, and gradually establish a working path for the fine-tuning and deployment of industry-specific large models. Ultimately, it will realize a shift from “experience-driven” to “data- and AI-driven,” move from single-point breakthroughs to system-wide empowerment, advance the intelligent upgrading of industry, and comprehensively enhance enterprises’ core competitiveness in such areas as resource security, production efficiency, cost control, green development, and decision-making capability. The surging tide spurs us forward, and the wind is just right for setting sail. Shaanxi Nonferrous Metals Group will take information technology and intelligent technology as its oars, lead with innovation, strive for excellence through solid work, ride the waves on the voyage toward high-quality transformation and upgrading and tangible improvement in quality and performance, and press ahead at full speed toward the goal of building a world-class enterprise.

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