Conduct contingency plan drills to enhance emergency response capabilities.
“Report to General Manager Gao: there’s a fire in the assembly workshop!” “Activate the fire emergency response plan immediately!” With these words from Deputy General Manager Gao Yanbin, the various teams within Shandong Company’s Manufacturing Department systematically launched their fire‑emergency drill. The material‑handling team, the component‑assembly team, and the painting team evacuated through the north and south doors of the workshop under the guidance of safety officers; the maintenance team initiated an emergency stop and promptly shut off the gas‑station valves; meanwhile, the assembly team, led by team leader Li Kui (who also serves as the part-time safety officer), carried out fire‑extinguishing operations. This scene unfolded during a fire‑emergency drill—one of the events held as part of Shandong Company’s “Safety and Quality Month” on April 10. This fire‑emergency drill conducted by Shandong Company’s Manufacturing Department focused on training employees in the proper use of firefighting equipment, the planning and marking of emergency evacuation routes, basic fire‑safety knowledge, and the execution of the emergency plan. Its aim was to enhance the relevance, practicality, and operability of the emergency response plan, strengthen employees’ self‑protection awareness and inter‑team coordination, improve their ability to handle emergencies through self‑rescue and mutual assistance, and establish an emergency rescue mechanism characterized by unified command, rapid response, and efficient operation.
Effectively carry out two initiatives to promote two areas of improvement.
On the morning of March 28, Group President Ren Qiliang visited the Machinery Company to review the implementation of the “Safety and Quality Month” campaign and the Innovation and Excellence Awards program. The company’s General Manager Ai Shenghui, Executive Deputy General Manager Wang Zhongyou, and Deputy General Manager Ying Xiaodong attended the meeting.
With willows drooping like silken threads and the earth renewed, March brings warmth to the human world. On the morning of the 28th, Chen Bailiang, Chairman of the Group’s Board of Directors, visited the Machinery Company to inspect and guide its operations. He was accompanied by Jin Fei, Chairman of the Machinery Company, and Wang Zhongyou, Executive Deputy General Manager, who provided a detailed briefing during the visit. After touring the office spaces and production workshops, Chairman Chen commended the company’s performance in the first quarter and outlined four key requirements for its future development: First, strengthen talent cultivation and reserves. In addition to actively recruiting high-caliber professionals, the company must also focus on retaining top talent by further refining its performance appraisal system—linking compensation directly to individual achievements and work efficiency. Through effective incentive mechanisms, systematic training programs, and engaging employee activities, the organization should foster an enthusiastic, motivated, and upward‑moving workplace culture. Second, continuously expand into new market segments for Yuegong multi‑storey parking systems. The company should intensify R&D efforts, consistently introducing cutting-edge models that meet market demands and create new sources of growth. At the same time, it must boost distributor enthusiasm and enhance accounts receivable management. Third, shift mindsets and innovate approaches. Particularly in technological upgrades, the goal should be to improve production capacity and operational efficiency. When selecting and purchasing new equipment, avoid prioritizing price alone; instead, choose the best options—high quality, high performance, and excellent cost‑effectiveness. Fourth, prioritize employee well-being and build a “Happy Yuegong.” Create a harmonious work environment that meets employees’ legitimate needs—for example, by improving the quality of staff meals, diversifying menu offerings, and enhancing flavor profiles, thereby further elevating overall job satisfaction. Chairman Jin Fei of the Machinery Company presented a comprehensive report to Chairman Chen on the status of the company’s current key projects and critical tasks. He noted that the Machinery Company is currently in its startup phase, actively seeking its strategic positioning. Guided by the Group’s vision of “Quality Yuegong” and “Happy Yuegong,” as well as the corporate culture of “Passion, Grandeur, Harmony; Carefulness, Cooperation, Proactiveness,” the company adopted the values of “Pragmatism, Openness, and Effectiveness” in 2017. These principles call for an open-minded approach, breaking free from rigid constraints, securing more contracts, focusing on the successful execution of large-scale projects, standardizing internal management, and relentlessly striving toward greater efficiency, profitability, and innovation grounded in practicality.
Foster team spirit and deliver high-quality projects.
Since the commencement of the Yichang Yuexing International City project, under the leadership of installation team leader Chen Xiaofei and through the concerted efforts of every team member, the installation crew has not only completed the contracted construction tasks on time and to the highest quality standards but also ahead of schedule, earning high praise from the client—a remarkable achievement. During the installation phase, the project coincided with the period surrounding the Spring Festival. Faced with challenging site conditions, a tight schedule, a complex surrounding environment, and the added pressure of the holiday season, Chen Xiaofei frequently worked overtime, proactively coordinated resources, and efficiently allocated team assets. Each team member demonstrated unity and collaboration, rising to meet every challenge. With a total of 298 parking spaces, the team invested 420 man‑hours—averaging just 1.4 hours per space—while ensuring zero safety incidents. They delivered the installation work ahead of schedule, with exceptional quality and efficiency. Their performance in production organization, construction coordination, and on‑site management earned repeated commendations from the client. The spirit and outstanding results displayed by Chen Xiaofei’s team have effectively enhanced the company’s public image. We are confident that our installation team will continue to excel, delivering more high‑quality projects across provinces nationwide, achieving world‑class engineering milestones, and laying a solid foundation for the further development of Yuegong’s automated parking systems.
Uphold the safety baseline and deliver a premium Yuezong experience.
——The Group Deeply Implements the Fifth “Safety and Quality Month” Campaign Morning briefings, banner displays, cautionary education, fire drills, management training… Starting April 1, the Group’s fifth “Safety and Quality Month” campaign commenced as scheduled. Since the beginning of April, in accordance with the spirit and requirements outlined in the Group’s Notice on Launching the “Safety and Quality Month” Campaign, the entire Group has coordinated unified arrangements. Each subsidiary and department has closely focused on the campaign theme—“Uphold the Safety Bottom Line, Build Superior Quality”—firmly embracing the quality management philosophy of “survival through quality, development through products.” Efforts have been intensified to standardize and institutionalize safety and quality practices at production and construction sites, while advancing meticulous management. A series of educational and promotional activities—including themed lectures, emergency response drills, and quality analysis sessions—have been widely and thoroughly carried out, driving the “Safety Production Month” campaign to a climax: Zhejiang Company established a leading group for the “Safety and Quality Month” campaign and held a solemn yet concise launch ceremony on April 1. It initiated a series of educational and publicity activities, strengthened public opinion guidance, and heightened all employees’ awareness of the importance of safety and quality work. In conjunction with 6S initiatives, routine inspections were reinforced, with plans for regular comprehensive checks across production areas, offices, and construction sites. These inspections identified potential hazards and assessed the implementation of safety measures, rigorously addressing safety and quality risks in foundational, structural, and enclosure-related processes. Notably this year, Zhejiang Company integrated quality and safety efforts with QC activities, planning to tackle common quality issues such as water leakage prevention, reducing the consumption of welding torch tips, minimizing defects in submerged-arc welding repairs, improving submerged-arc welding productivity, and increasing material utilization rates in Deli engineering projects through targeted QC problem-solving. Shandong Company adopted the slogan “Full participation by all personnel, throughout all processes, and from every angle,” emphasizing innovation and practical effectiveness. To further strengthen safety and quality responsibilities at all levels and enhance overall safety and quality awareness and competence, Shandong Company aimed to achieve the goal of “using campaigns to drive work and months to propel years,” thereby ensuring the sustained stability and improvement of the company’s safety and quality performance. Beginning at the end of March, the Manufacturing Department convened a mobilization meeting, formed an activity task force, installed quality scoreboards and defect exposure boards, collected and compiled materials on safety and quality incidents into bound volumes, and conducted educational outreach via electronic screens, bulletin boards, quality‑issue analysis meetings, emergency response drills, process discipline inspections, and guest lectures. On the safety front, leveraging the opportunity presented by standardized safety production acceptance criteria, the company implemented a comprehensive approach—“full coverage, zero tolerance, strict enforcement, and emphasis on results”—systematically organizing, tidying up, and rectifying everything from basic management systems to on-site positioning, equipment, facilities, safety passageways, and working environments. Drawing upon the mature experience of the Liaocheng Xijie project in civilized construction and safety‑quality management, Shandong Company developed model practices for wider dissemination, serving as exemplary benchmarks. In terms of quality, the company launched QC team activities, focusing tightly on key positions and critical stages to achieve significant improvements in product quality. Concurrently, aligning with the Group’s Innovation and Excellence Measures, Shandong Company formulated plans to compete for both quality and safety awards, using the “Safety and Quality Month” campaign to facilitate the implementation of these initiatives. Mechanical Company actively put measures into practice, ensuring that the “Safety and Quality Month” campaign was effectively carried out. Departments, particularly the Manufacturing and Engineering Divisions, conducted a retrospective review of recent safety and quality incidents to identify underlying risks. They held safety and quality analysis meetings to trace the root causes of previously encountered problems, conducting thorough analyses and imposing appropriate accountability and penalties. For recurring safety and quality issues, special meetings were convened to pinpoint causes and devise concrete, effective corrective actions. The company invited full-time safety officers to share lessons learned from accidents, instilling in safety managers the guiding principle: “Better to endure criticism than to hear cries of distress.” Additionally, more than ten specialized safety training sessions were planned for frontline production and construction workers, achieving 100% coverage. Comprehensive inspections covering safety, quality, and 6S management were organized across departments, workshops, and installation sites; identified issues were systematically sorted, and advanced models in quality and safety management were highlighted to lead broader improvements, thus propelling the “Safety and Quality Month” campaign toward tangible results. Kaifeng Chemical established a “Safety and Quality Month” Leading Group to implement the campaign. Banners and slogans were hung, posters displayed, and various forms of communication—including blackboard newspapers and wall posters—were fully utilized to ensure extensive publicity and broad participation. Safety production training sessions were conducted, with multimedia tools employed to create PPT‑based safety lesson plans, and company‑wide safety knowledge workshops held. Emphasis was placed on key facilities and critical positions, reinforcing essential safety awareness among all employees. Employees also participated in unit‑organized safety knowledge competitions. A thorough review of each department’s compliance with safety regulations and the condition of production equipment and facilities was undertaken, with all staff conducting self‑inspections of their personal protective gear. Potential hazards were promptly eliminated, preventing fatigue‑related and rule‑breaking operations that could lead to accidents. Simultaneously, emergency rescue drills were actively conducted, and the progress of the “Safety and Quality Month” campaign was evaluated to enhance employees’ ability to respond effectively to unexpected incidents. With the launch of the “Safety and Quality Month,” all employees of Kaifeng Chemical will further deepen their understanding of “safety and quality,” eschewing superficiality and formalism to establish routine management of these vital aspects. The Group has designated April as “Safety and Quality Month” for five consecutive years. Every April, all subsidiaries and departments across the Group take proactive steps to organize diverse safety and quality activities. Even at the very outset of this year’s campaign, mass‑participation events and exchanges have already captivated employees, with popular safety‑production publicity and educational programs resonating strongly. Through banners, bulletin boards, training sessions, warning simulations, and hazard inspections, a positive atmosphere has been fostered, encouraging everyone to engage with the “Safety and Quality Month” initiative. Moving forward, each company will build on this strong start, adopting more accessible, straightforward approaches—leveraging morning and work meetings—and integrating QC problem‑solving and innovation‑driven activities to systematically execute the month-long program. The aim is to firmly embed safety and quality awareness in every employee’s mind, address existing gaps in this field, and ensure that the “Safety and Quality Month” campaign, launched in April, continues to resonate deeply within hearts and minds.
Emphasizing form over substance
——Zhejiang Company Launches “Safety and Quality Month” In accordance with the spirit of the Group’s “Notice on Conducting the ‘Safety and Quality Month’ Campaign” and its specific requirements, a company-wide “Safety and Quality Month” initiative has been launched this month. To strengthen all employees’ awareness of safety and quality, Zhejiang Company held a solemn yet concise launch ceremony on April 1. Early in the morning, all staff members of the Manufacturing Department gathered energetically, unfurling a banner reading “Thoroughly Implement the ‘Safety and Quality Month’ Campaign.” Team leaders, section supervisors, and senior management from the Manufacturing Department delivered brief presentations and mobilization speeches, clearly communicating the campaign’s objectives and expectations to everyone. They also outlined concrete plans and requirements tailored to actual production conditions. Following this, all mid-level and senior managers of Zhejiang Company convened in the conference room for the official launch of “Safety and Quality Month.” General Manager Hua Yuwu, drawing on the company’s recent operations and the unique characteristics of each department, delivered a comprehensive mobilization address. He broke down the campaign’s goals and requirements into actionable steps, offering insightful commentary based on engineering case studies as well as the current realities of manufacturing, installation, and office work—balancing high‑level principles with practical relevance. This approach provided a vivid and engaging safety and quality education, yielding excellent results. Safety and quality are not only essential for the company’s development but also vital to every employee’s personal well-being. While content is crucial, effective delivery is equally indispensable. We sincerely hope that this format will further enhance all employees’ awareness of safety and quality. Moving forward, the company will conduct thorough safety and quality inspections across all departments, using “Safety and Quality Month” as an opportunity to carry out a comprehensive, all‑encompassing review—leaving no blind spots—in order to drive progress in all aspects of our operations.
Care in Action, a Bright Future Ahead
——The Group’s Zhejiang Region Conducts Annual Employee Health Checkups “People first” is the guiding principle behind Yuegong’s development, and employee health serves as the foundation that propels this enterprise forward. To earnestly implement the “Happy Yuegong” initiative, safeguard employees’ physical well-being, encourage healthy lifestyle habits, and enhance their quality of life and health literacy, the Group recently organized its 2017 annual health checkups across the Zhejiang region in accordance with the provisions of the “Yuegong Group Employee Health Checkup Management System.” This round of health screenings covered all employees in the Group’s Zhejiang operations. The examination package was comprehensive, including standard physical exams, chest X-rays, abdominal ultrasound (covering the liver, gallbladder, pancreas, spleen, and kidneys), routine electrocardiograms, and a 22-item biochemical panel. Given the diverse industries and dispersed job roles among companies in the Zhejiang region, the Group meticulously planned and coordinated the screening schedule to ensure both production and medical examinations proceeded smoothly. It also distributed health‑check cards in advance, provided clear instructions on precautions, and assigned dedicated personnel to oversee every step of the process. Following the screenings, the Health Examination Center of the Affiliated Hospital of Shaoxing University of Arts and Sciences prepared a comprehensive health assessment report for each employee. Taking advantage of this opportunity, the Group Office further refined employee health records, promptly updating tracking data on individual health conditions, enabling staff to gain timely insights into their own health status and thereby promoting early prevention, early detection, and early treatment. Over the years, Yuegong Group has tirelessly pursued the vision of a “Happy Yuegong,” consistently prioritizing employee health as a key component of this mission. In addition to regular health checkups and occupational disease screenings, the Group has invested heavily in strengthening workplace safety measures and improving living conditions—building new employee cafeterias, renovating recreation rooms, conducting annual environmental assessments, regularly opening audiovisual halls, and organizing team‑building activities. These efforts have allowed Yuegong employees to experience the warmth of the Yuegong family, boosting their enthusiasm for the company and their commitment to their roles, fostering a harmonious atmosphere of mutual dedication—“the company for me, and I for the company”—and significantly enhancing employees’ sense of belonging.
The road ahead for the pilot program is long and arduous.
——Zhejiang Yuegong Attends the 2016 Summary Meeting on the Pilot Program for General Contracting of Construction Projects by Steel Structure Enterprises On March 17, 2017, the China Association for Metal Structures in Construction convened a summary meeting in Beijing to review the pilot program launched in 2016, under which steel structure enterprises undertook general contracting for construction projects. Hua Yuwu, Vice President of Yuegong Group and General Manager of its Zhejiang branch, attended the meeting and presented a report on the pilot work. He exchanged views with association leaders and peer companies regarding their approaches and experiences in implementing the general contracting pilot, while also discussing issues encountered during the pilot’s execution. It is reported that 2017 marked the third year of the pilot program for steel structure enterprises engaging in general contracting for construction projects. Based on the operational performance of the more than 40 participating pilot firms, these enterprises have, in accordance with the requirements of the general contracting pilot, strengthened their professional teams and facilities, actively pursued market applications, streamlined management structures, and improved managerial efficiency. As a result, pilot projects have been completed swiftly and with high quality, featuring advanced levels of industrialized production, earning recognition from clients, and achieving significant breakthroughs in implementing general contracting management for steel‑structure‑dominated projects. At the meeting, General Manager Hua stated that, as one of the second batch of pilot enterprises, Yuegong still has a long way to go in pursuing this general contracting initiative. With the guidance and support of the association and government authorities, they will accelerate transformation and upgrading, further enhance their general contracting capabilities, bolster their pool of specialized technical personnel, elevate their overall management standards, serve as an industry benchmark, and expedite the development of the general contracting business model in the market—thereby contributing even more to building high‑quality projects nationwide and advancing the modernization of the construction industry.
Proactive Preparation and Mobilization for Deployment
——Shandong Company Steadily Advances “Innovation and Excellence” and “Safety and Quality Month” Initiatives On the morning of March 25, Shandong Company convened a publicity and mobilization meeting for its Innovation and Excellence campaign and “Safety and Quality Month” activities. The main agenda included implementing the spirit of the Group’s documents on these initiatives, analyzing the current status of safety and quality management within the company, and planning the submission process for Innovation and Excellence nominations as well as the execution of Safety and Quality Month activities. Company leaders and heads of all departments attended the meeting. The meeting commenced with the General Affairs Department conveying the key provisions of the “Interim Measures for the Selection and Commendation of Innovation and Excellence at Yuegong Holding Group” and the “Notice on Launching the 2017 ‘Safety and Quality Month’ Campaign.” Chen Jian, Head of the Corporate Management Department of the Group, provided an interpretation of these documents. He emphasized that the issuance of the Innovation and Excellence guidelines aligns with the Group’s overarching goals of change, innovation, and excellence. Two guiding principles must be observed: precise rewards and selecting the best from among the excellent—prioritizing quality over quantity. This selection process follows a PDCA cycle. Safety and quality are fundamental to corporate management; they require sustained effort, beginning in April and rooted in our collective mindset. To ensure broad participation and engagement, flexible and diverse approaches should be adopted. In order to raise quality awareness, mass‑participation quality improvement initiatives will be organized. Following the meeting, Minister Chen arranged specialized QC team training sessions for relevant personnel from the Manufacturing and Quality Control Departments. Wu Jiamin, the Group’s Safety Officer, offered suggestions for effectively carrying out the Safety and Quality Month activities: first, leverage public opinion to create a strong campaign atmosphere; second, install warning boards at sites where accidents have occurred; third, conduct comprehensive education and training for all employees; and fourth, perform targeted safety inspections of equipment and facilities. At the meeting, General Manager Luo pointed out that the Group has made substantial revisions to the selection criteria, refining them through multiple drafts with great care and rigor. The new approach breaks away from the previous practice of allocating awards equally based on fixed quotas, adopting instead a system of precise rewards. The evaluation process has shifted from year‑end assessments to early‑year submissions, enabling more goal‑oriented and planned efforts throughout the year—fully reflecting the Group’s commitment to innovative development. Awards will be granted based on concrete data, performance metrics, and tangible results, ensuring greater objectivity and authenticity. Shandong Company is encouraged to select award categories aligned with its specific circumstances, prioritizing those with the highest degree of compliance with established criteria. Submission plans should be ambitious and proactive, seeking every possible opportunity. Company leaders and department heads are urged to consider group awards from their respective perspectives, while the Manufacturing Department should encourage individual teams to nominate candidates for personal honors. By the end of the month, detailed submission plans must be submitted; after internal screening, these will be forwarded to the Group. In light of the current situation, General Manager Luo stressed the need to face challenges head‑on, focusing on achieving overarching objectives while ensuring each department fulfills its responsibilities. With unity and shared purpose, we must overcome attitudes of dependence and passivity, harness our initiative, stay on schedule, and deliver concrete results. This initiative presents an important opportunity to establish a robust framework for promoting innovation and excellence, thereby elevating the company’s production and management operations to a higher level. Regarding the Safety and Quality Month activities, General Manager Luo underscored the importance of forming a dedicated leadership team, comprising both headquarters and branch offices as well as construction sites, to meticulously organize and carefully plan the event, ensuring its effective implementation. Participants actively contributed ideas and recommendations, unanimously agreeing that the campaign should be integrated with Shandong Company’s ongoing Level‑3 standardized safety production certification assessment, with 6S management practices, and with the Innovation and Excellence nomination process. Furthermore, it was proposed to compile and analyze common quality issues, launch QC‑driven quality improvement projects, and allocate one day in mid‑April to provide comprehensive training for frontline workers, emphasizing occupational safety, fire prevention, and addressing deficiencies identified during standardized safety production audits—all aimed at strengthening overall quality awareness. Finally, the successful experiences gained from the Xijie Project in civilized construction and safety management should be summarized and disseminated, establishing long‑term, sustainable site management models. By the end of March, the Manufacturing, Engineering, and Quality Control Departments are expected to submit separate written activity plans, which will then be consolidated into the official “2017 Safety and Quality Month Implementation Guidelines.” Through these activities, we aim to drive progress, safeguard safety and quality, and lay the groundwork for a lasting mechanism of safety and quality management.
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