Carrying Forward the Past and Ushering in the Future, Achieving New Successes — Shandong Company Holds a Company-Wide Meeting for All Cadres

2019 year 3 month 11 In the afternoon, Shandong Company convened a meeting of all its cadres to announce the newly appointed members of the company’s board of directors.

The meeting was chaired by Luo Yinchang, Executive Vice President of the Group and Chairman of the Shandong Company. First, General Manager Luo read out the decision on the appointment and division of responsibilities among the company’s leadership: Following deliberation by the Board of Directors and with the approval of the Group, Comrade Chen Kuanli was appointed General Manager, tasked with overseeing all aspects of the company’s operations. Upon the General Manager’s nomination and subsequent Board approval, Comrade Wang Ming was appointed Deputy General Manager, Comrade Gao Yanbin was appointed Deputy General Manager, and Comrade Qin Duqun was appointed Assistant to the General Manager. On behalf of the Group and the Company’s Board of Directors, General Manager Luo extended warm congratulations to Comrade Chen Kuanli on his appointment as the new General Manager and to Comrade Qin Duqun on his appointment as the new Assistant to the General Manager. !

The newly appointed General Manager, Comrade Chen Kuanli, delivered an impassioned address, expressing his gratitude to the Group’s leadership and the Board of Directors for their trust and support; to the company for its years of nurturing and for providing opportunities for growth and development; and to his colleagues for their unwavering support and assistance. He pledged that, in his future work, he would shoulder responsibilities with courage, live up to expectations, and lead all employees of the Shandong Company to unite and collaborate, achieving even greater successes.

Subsequently, General Manager Luo announced the appointments of the company’s mid-level leadership team. He then held a collective discussion with the company’s leadership and all mid-level and senior managers, explaining the adjustments and promotions of certain leaders and setting forth specific work standards and requirements.

1. Leaders must adopt a high‑level perspective and approach issues from a company‑wide, holistic standpoint, with the overarching goal of enhancing the organization’s overall economic performance. In particular, senior executives and the general manager should not confine themselves to the narrow interests of their respective departments or focus solely on managing their own turf; instead, they must cultivate a strong sense of the bigger picture and prioritize the greater good.

2. Leaders must lead by example, set a positive precedent, and fulfill their duties conscientiously. They must approach their work with diligence and dedication. When confronted with tasks and challenges, they should demonstrate courage and take responsibility, act decisively, and fully leverage their initiative and creativity. In observing rules and discipline, they should pay close attention to details, nip problems in the bud, and resolutely curb any deviations.   “When problems arise, they fail to take proactive responsibility, emphasize external factors, blame others, and use such situations to shirk accountability; yet when they achieve even modest results, they claim credit, seek personal gain, and pursue self‑interest”—such unhealthy tendencies.

3 Leaders must fully motivate their subordinates. They should both delegate authority and empower them to act boldly, while also providing guidance, support, coordination, and even oversight, thereby effectively exercising the five core managerial functions: planning, organizing, directing, coordinating, and controlling.

4 Leaders must rigorously ensure task implementation and continuously enhance execution capabilities, firmly adhering to the working principle of “one part planning, nine parts execution.” Annual goals and plans provide direction; monthly, detailed performance indicators serve as benchmarks; weekly, specific work assignments are laid out; and daily, concrete tasks must be carried out. Each day, it is essential to clearly identify which tasks need to be completed, prioritizing them according to their urgency and importance. A 、 B 、 C Three-tier classification and control, striving to “get today’s tasks done today” while ensuring efficient utilization. PDCA Cyclic management approach.

5 It is essential to promote a tiered management system, with each level accountable to the one above and fulfilling its own responsibilities. Higher-level authorities may conduct inspections across levels but should refrain from issuing directives across levels; lower-level units may bypass their immediate superiors to report issues or raise concerns, but they should avoid submitting reports directly to higher tiers. All cadres and employees at every level should adopt a proactive attitude when tackling tasks, accelerate execution, strengthen communication and coordination, maintain appropriate balance, and elevate their professional capabilities, thereby enhancing job satisfaction.

6 Business operations have always been the top priority for the company. When taking on external projects, we must be bold and decisive—daring to conceive, act, and deliver—without fearing that we may not be able to fulfill a given order. At the same time, we must approach budgeting, cost control, and payment collection with meticulous attention to detail, ensuring rigorous execution. In this way, we can both aggressively expand revenue streams and maintain tight control over expenses.

7 It is essential to strike a balance between reform and innovation on the one hand, and stability on the other. While maintaining the existing management structures, systems, procedures, and regulations, we should boldly draw upon and adapt best practices from our peers, tailoring them to our specific circumstances. Grounded in the company’s realities, we must pursue independent innovation, developing new ideas and approaches. At the same time, we should carefully manage the relationships among inheritance and innovation, reform and stability, and dismantling and building.

8 — Uphold integrity and serve the public interest; in all business dealings with project managers, suppliers, and subcontractors, maintain personal probity, foster a relationship that is both close and professional, keep a clear head, and avoid any financial misconduct.

9 To foster a clean and upright working environment, management must be guided by the principles of fairness, impartiality, equality, and respect. We must avoid favoritism and refrain from letting personal preferences or emotions dictate our approach to work and decision‑making. By upholding integrity and cultivating a culture of transparency, we can rally positive energy and promote a healthy organizational ethos.

10 Any exceptional circumstances must be promptly reported and brought to the attention of superiors; in the event of quality or safety incidents, timely notification is mandatory. It is absolutely unacceptable to report only the good news while concealing problems, or to cover up or shield improper conduct and undesirable practices.

Finally, General Manager Luo expressed his hope that the new leadership team of the Shandong Company will unite as one, work in concert with shared purpose and dedication, approach their duties with a sense of ownership, and build a solid platform for their own growth and development. Under the strong leadership of the Group and the Board of Directors, guided by the principle of “Quality Leads to Prosperity, Happiness Fuels Progress,” they will strive for excellence, forge ahead with determination, carry forward the legacy, and achieve even greater success—ensuring that Yuegong’s enduring enterprise continues to thrive and leaving a distinguished mark on the path of its steady and sustainable development.