Huaxin Building Materials Announces 2026 Business Plan

(Source: CNBM APP)

Recently, Huaxin Building Materials will not release its 2025 performance report.

The report shows that in 2026, the company plans global sales of about 67 million tons of cement and clinker, sales of 190 million tons of aggregates, and sales of 30 million cubic meters of concrete, with total revenue expected to exceed 40 billion yuan.

In 2026, the company plans capital expenditures of 15 billion-plus yuan, focusing on increasing capacity at existing overseas cement production facilities and on overseas acquisition business.

In 2026, the company’s total assets are expected to exceed 95 billion yuan, and its asset-liability ratio is expected to remain at around 54%.

To achieve the above operating targets, the company will take the following measures:

(1) Further strengthen an operating-oriented mindset. In the domestic market, firmly implement the requirement to “organize production based on approved capacity,” strengthen market maintenance; continue to increase investment, advance extreme cost reduction, and comprehensively implement refined cost management through continuous benchmarking, refined operations, and integrated coordination, along with micro-innovations in technical indicators and the deep application of digital and information-based tools. Build a solid bottom line for profitability, systematically improve operating efficiency and risk-resilience, and ensure that profit targets are achieved with high quality.

(2) Rally our people and work together to implement the company’s four development strategies, advancing development while maintaining stability. While vigorously promoting the construction of overseas cement projects in countries including Nigeria, Mozambique, Tanzania, and Zimbabwe, the company will, as appropriate, implement acquisitions to further expand capacity for overseas cement and aggregates business, deepen market research, promote the construction of overseas hazardous waste disposal and mortar production lines, and open up new sources of performance growth. For the aggregates business, growth in operating revenue is the core objective; optimize and promote automated inspection systems, improve service process rules and systems, and fully release the advantages of markets across different regions. For the concrete business, continue to do a good job in maintaining the market structure and quality, and in improving operating performance by jointly promoting stable pricing and volume increase and cost reduction and efficiency gains through full-cycle closed-loop management of accounts receivable. Leverage the advantages of independent R&D and independent control to build an overseas “ERP+” digital system, promote and improve international office platforms, integrate industrial intelligence, business intelligence, and management intelligence and Al capabilities domestically, and build a sustainable intelligent operations and production system.

(3) Stay committed to the “safety and environmental protection” lifeline, and build an industry benchmark for clean and civilized production. Continuously strengthen health and compliance management and on-site inspections, advance refined management of safe production, solidly carry out annual health and safety audit work, intensify health and compliance management and inspection efforts, deepen mine safety management, and effectively strengthen control of major business risks, laying a solid foundation for the safe and stable development of the company.

(4) Tighten a multi-dimensional risk prevention and control system to fully safeguard the company’s sustainable and healthy development. Regularly and continuously strengthen cash management, focusing on optimizing overseas spare-parts inventory and improving capital centralization; dynamically monitor the foreign-exchange market to precisely hedge risk exposures; build a digital credit monitoring platform and establish flexible credit policies; continue to deepen the “legal-business” (fa-shang) integration mechanism, extending risk management control into value appreciation, embedding legal affairs management deeply into strategic planning and business operations; continue to deepen the “Clean Huaxin” initiative, adhere to zero tolerance for corruption, strengthen warning and education, and ensure that all of the company’s business activities run in a clean and compliant manner.

(5) Coordinate domestic optimization and overseas innovation, and build a new modern marketing system. In the domestic market, while maintaining advantages in traditional sales, upgrade “Huaxin Mall,” connect the data closed loop of “online account opening—sales smart management—pricing system,” and link the three businesses of cement, aggregates, and concrete to increase the proportion of direct sales, improve sales efficiency, and reduce channel costs. In overseas markets, strengthen brand and organizational development, deepen the global replication of the NEWTA model and the operation of a short-video matrix, and promote the rollout of the overseas factory visual identification system and local brand building.

(6) Focus on expanding new-energy vehicle charging and battery-electric vehicle projects, and deeply explore opportunities in the supply chain to generate efficiencies and returns. Rapidly promote new-energy projects, accelerate the rollout of new-energy digital systems, and establish a logistics command and dispatch platform and a smart vehicle dispatch system, enabling efficient coordination across sales, production, and logistics driven by algorithms. Leverage the advantages of centralized procurement, adhere to the separation principle, and source raw and fuel materials and materials through multiple modes including tender selection, competitive bidding, and negotiations to explore room for cost reduction.

(7) Make concerted efforts to build a global talent echelon and solidify the company’s talent foundation for development. Adhere to the employment principles of “selecting from within and recruiting from outside” and “loyal, clean, and accountable,” and systematically build a full-chain talent management system covering “selection, use, development, and retention”: continuously implement open competitive recruitment and a mechanism of “can be promoted and can step down,” to energize talent; scientifically formulate a “15th five-year plan to 25th five-year plan” tiered and categorized talent demand plan, and promote precise matching between people and roles. Build an integrated training and empowerment system of “domestic + overseas,” establish the Huaxin International Academy and overseas business schools, strengthen the professional capability training of expatriate employees and overseas-bound talent, and provide solid talent support for building a globally leading multinational building materials group.

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