China Turns the Screw: Northern Rare Earth Tightens Its Grip on the Global Supply Chain

Highlights

• Northern Rare Earth held its October 2025 monthly analysis meeting, reporting strong operational performance with all production and business targets successfully met.
• Leadership outlined 2026 priorities including:
  • Phase II green smelting project acceleration
  • Product mix optimization
  • Market expansion
  • Enhanced compliance management
• The company emphasized:
  • Improving accounts receivable recovery
  • Strengthening risk control in safety and environmental areas
  • Boosting operational efficiency for sustainable growth

On November 12, Northern Rare Earth (North Rare Earth) held its monthly operating analysis (opens in a new tab) meeting for October 2025. Liu Peixun—Party Committee Standing Member and Deputy General Manager of Baogang Group, and Party Secretary and Chairman of Northern Rare Earth—attended the meeting along with several members of the company’s leadership team and the heads of departments and subsidiaries.

The meeting reviewed October’s operating results for Northern Rare Earth and its subsidiaries and discussed priorities for the next phase of work. Company leadership and relevant departments outlined requirements for subsidiaries to further strengthen operational management.

The meeting noted that Northern Rare Earth’s overall production and business performance in October was strong, with stable progress across operations and clear results. All planned production and operating targets were met. Departments and subsidiaries were urged to unify their thinking, build consensus, thoroughly analyze shortcomings, reinforce strengths, address weaknesses, and complete all annual key performance indicators with high quality and high standards.

The meeting called for precise planning of all 2026 work objectives, coordination across business units, and effective implementation. It emphasized strict adherence to company rules and regulations, accountability for execution, full implementation of the compliance system, and improvements in professional and standardized compliance management. Leaders also stressed accelerating Phase II of the company’s green smelting and upgrading project, advancing key engineering projects with high standards, and conducting systematic reviews of risks in safety, environmental protection, and capital management.

Additional priorities included adjusting product mix, actively anticipating and responding to market changes, building a comprehensive and optimized product system to expand market share and strengthen competitiveness, increasing efforts to recover accounts receivable, improving risk control, and maintaining strong discipline and work style consistent with the central government’s directives.

Finally, the meeting emphasized the need to enhance research on accelerated development, broaden strategic vision, strengthen confidence and determination, break through bottlenecks, improve operational efficiency through coordinated systems thinking, and raise overall capabilities to support sustainable high-quality development.

This report originates from a state-owned entity’s publication and should be independently verified before forming business or investment conclusions.

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