Inspiring and Boosting Morale, Gathering Joyfully to Welcome the New Year
— Yuegong Machinery Co., Ltd. Held Its 2012 Annual Summary and Awards Ceremony Alongside a Spring Festival Gala On the afternoon of February 4, as the Spring Festival approached, Yuegong Machinery Co., Ltd. convened its 2012 annual summary and awards ceremony combined with a spring celebration. General Manager Fang Yaqian reviewed and summarized the company’s performance for 2012 and outlined plans for 2013. She encouraged all employees: “The new year brings new goals and fresh hopes. The market for automated parking systems has opened up, offering promising prospects and a sound overall development direction. Since Yuegong Machinery has set its sights on this goal, we must remain confident, overcome challenges, and forge ahead with determination. Let us join hands—employees and management alike—to drive the company’s growth, enhance our collective benefits, and, through wisdom and hard work, build a brighter future together!” Heads of major departments then took to the stage to deliver statements, pledging their commitment to successfully carry out the tasks ahead. During the event, the company recognized outstanding individuals and various categories of exemplary performers from 2012, while also announcing those recommended for higher-level honors. Company leaders presented awards to these distinguished employees. Following the summary and awards ceremony, all staff participated in a festive spring celebration. The program featured cultural performances, interactive games, and prize draws. Employees enthusiastically engaged, some stepping onto the stage to showcase their talents, others eagerly anticipating good fortune. Team‑based games fostered collaboration and spread joy throughout the gathering. The venue was filled with continuous applause and laughter, as everyone came together in high spirits to welcome the 2013 Spring Festival. By organizing this comprehensive summary and awards ceremony coupled with a vibrant spring gala, Yuegong Machinery created an atmosphere that was both simple yet dignified, tightly paced yet richly varied, and marked by the joyful anticipation of the New Year. The entire event reflected frugality, solemnity, enthusiasm, and festivity.
Kaifeng Yuegong Chemical Company Launches “Welcoming the New Year, Delivering Warmth” Campaign
In the afternoon of January 2013, Deputy General Manager and Union Chairman Tang Xueren, along with two managers from the General Affairs Department—a total of three people—carved out time from the hectic installation work on a new project to visit employees facing hardship, braving light rain and snow. First, they went to the home of Zhang Mingde, an employee who is recuperating at home after a serious illness, bringing him essential supplies such as cooking oil, rice, flour, and eggs. On behalf of General Manager Yu and all the company’s employees, Chairman Tang wished him a happy New Year, urged him to overcome his illness, recover soon, and return to work. As they departed, Chairman Tang repeatedly encouraged him to report any difficulties to the union, assuring him that everyone would stand together to surmount challenges. Next, they visited Feng Chunliang, another employee suffering from femoral head necrosis but continuing to work despite his condition, delivering gifts and New Year greetings. Chairman Tang also inquired in detail about his family life and health, and instructed Manager Han, who accompanied them, to do his utmost to support Feng in his work, ensuring that all employees feel the care and concern of company leadership. Both employees expressed their gratitude for the company leaders’ thoughtful visit during their busy schedules. They pledged to return to work as soon as they recover, vowing to work even harder and contribute to the continued growth and success of Yuehua.
Shandong Yuegong Steel Structure: Going Global
Success may sometimes hinge on chance, but sustained success has no shortcuts. Over the past two decades, Yuegong Steel Structure has weathered countless challenges—not merely through luck or by catching the favorable winds of reform and opening-up—but thanks to years of honing fundamental skills and a clear, well‑defined strategic positioning. Strategic Focus and Positioning In the 1990s, with massive inflows of foreign capital, the construction of steel‑structure factories by foreign‑invested enterprises and Sino‑foreign joint ventures in Hong Kong, Japan, and other regions expanded significantly. Domestically, steel‑structure companies grew rapidly, giving rise to industrial clusters in areas such as Xiaoshan and Dongguan, naturally intensifying competition among them. Faced with both new rivals and longstanding challenges, and amid increasingly homogenized competition, it became crucial for companies to adopt long-term strategies and seize opportunities early. Targeting the immense market potential of the Beijing–Tianjin–Hebei and Yangtze River Delta economic zones, and weighing the preferential policies offered by the Shandong provincial government to attract investment, Yuegong Group took its first strategically significant step: on May 7, 2003, Zhejiang Yuegong Steel Structure Co., Ltd., a Sino‑Japanese joint venture, established a wholly owned subsidiary in the Jixi Industrial Park of Pingyin County, Jinan, Shandong—Shandong Yuegong Steel Components Co., Ltd. was officially registered. Refining Management Philosophy and Breaking Through in Marketing After more than a year of hard work, Shandong Yuegong began to take shape, with its Phase I plant covering over 20,000 square meters and primarily producing light‑steel components. With robust physical infrastructure in place, the company also started building its “soft” capabilities from the ground up. Following the completion of the initial facility, General Manager Luo Yinchang devoted himself fully to employee training and establishing sound corporate systems, replicating the group’s successful management model and personnel development framework. However, local customs and mounting competitive pressures prompted gradual adjustments to their marketing and market strategies. Luo Yinchang himself strongly advocates institutionalizing and standardizing corporate governance; in management—including compensation—he champions the principle that “systems supersede the general manager.” At its inception, Shandong Yuegong was positioned as a regional complement to Zhejiang Yuegong Steel Structure, leveraging the latter’s credentials to expand operations across northern China. Yet ultimately, survival demands growth. After several years of refinement, Shandong Yuegong had built considerable strength and assembled a stable sales team. In 2007, it obtained Grade‑I manufacturing qualifications, while construction of a second phase—focused on heavy‑steel fabrication—was already underway. How could the company further scale up its business? This became its top priority. When drafting its 2008 work plan, Luo Yinchang resolved to elevate marketing to a central role, implementing a two‑pronged strategy conducted in parallel rather than sequentially. First, he formulated locally tailored marketing approaches, adopting a “two‑legged” strategy; second, he increased investment in cultivating both the sales force and project managers. By simultaneously engaging in component fabrication and project execution, the company ensured balanced, continuous, and stable production, significantly boosting output. Today, its 40,000‑square‑meter plant boasts a monthly capacity of over 3,000 tons, with fabrication accounting for 40% of total revenue. Strategic Human Resource Management Senior leaders at Yuegong firmly believe that long-term enterprise development hinges not on sheer size—expanding is not the goal, but strengthening and refining is. Looking ahead, Luo Yinchang stated unequivocally: “In the coming years, we must pursue steady, sustainable growth. Beyond deepening and perfecting our existing efforts—establishing a customer‑oriented service system centered on marketing—we will also institute meticulous management practices and refine our performance‑evaluation framework.” A robust evaluation system creates a fairer, more transparent platform for employee advancement. He candidly acknowledged: “Ultimately, competition between companies will shift from vying over capital and products to competing for talent. That’s why we place great emphasis on nurturing human resources.” At its founding, Shandong Yuegong’s senior leadership was drawn directly from headquarters; today, this “nepotistic” recruitment approach is evolving toward localization, youthfulness, and professionalization, embracing an ethos of “recruiting talent regardless of background—whether you come from headquarters or were hired locally in Shandong—and promoting those who demonstrate both virtue and competence.” In his 2012 work plan, Luo Yinchang wrote: “Creating value for customers and building platforms for employees are the cornerstones of corporate development. We must recruit, cultivate, and deploy talent without rigid constraints, ensuring that everyone has the opportunity to grow and that every aspiring individual finds room to thrive.” Through reform, Yuegong refines itself; through innovation, it charts a course for the future. What began in 2002 as a single strategic move by Zhejiang Yuegong has blossomed into one of Shandong Province’s leading steel‑structure enterprises, integrating design, fabrication, and installation—and serving as a vanguard for the entire Yuegong Group. Shandong marked the first step in Yuegong’s global expansion strategy, a bold and resounding beginning—but certainly not the last. Now twenty years old, Yuegong stands more mature and rational than ever. Beyond fine-tuning its product portfolio and expanding into high‑end steel structures characterized by complex geometries, advanced technologies, and demanding fabrication processes, the company has set its sights even farther, choosing its next destination for continued outward growth.
On the afternoon of November 27, Director Yang Limin and Deputy Director Fan Huoming from Kunming Metallurgical College, accompanied by Director Li Rong and Teacher Lu Limei from the District Talent Center, paid a visit to our company for an inspection and exchange. Vice President Dong Feng, Director of the Group Office Liu Jianfeng, Party Secretary of the Machinery Company Zhang Yonghong, along with several other leaders, warmly received the visiting delegation at the Machinery Company, a subsidiary of the Group, and held a symposium in the conference room. During the meeting, Vice President Dong Feng invited the guests to watch a promotional video about the Group, briefly outlined the Group’s industrial structure and development strategy, and expressed his appreciation for Kunming Metallurgical College’s positioning and academic focus. Director Yang, in turn, introduced the school’s basic profile to the company’s leadership, expressing hope that a cooperative relationship could be established with Yuegong Company. Director Li of the District Talent Center stated that they welcomed Director Yang and her delegation from Kunming Metallurgical College to Shaoxing for their inspection. He explained that the choice of Yuegong as the first stop was deliberate: first, Yuegong enjoys a strong reputation in Shaoxing; second, the college’s specialties are closely aligned with the company’s needs; third, Yuegong offers an excellent working environment; and fourth, as the company enters a phase of expansion, there are ample opportunities for young professionals. In closing, all parties expressed their hope that, through the talent center as a bridge, they could forge stronger ties between the university and the enterprise, providing students with broader prospects and greater opportunities.
Chairman Chen and President Ren of the Group visited the chemical company to provide guidance.
On the morning of November 11, Chairman Chen Bailiang and President Ren Qiliang of the Group’s Board of Directors visited Kaifeng Yuegong Chemical Company to provide guidance. Accompanied by company leaders Yu Shan, Li Hanping, and Tang Xueren, they inspected the production site, inquiring in detail about the quality, output, and safety conditions of products such as Yuegreen, fumaric acid, and sodium sulfite. They also toured the preparatory site for a small-scale chemical‑product manufacturing project jointly developed by Yuegong Chemical and Shanghai Yukang Biotechnology Co., Ltd. Following their on-site inspection, Chairman Chen and President Ren listened to reports from the company’s leadership and outlined specific requirements for the next phase of operations. Chairman Chen noted that the chemical company currently faces significant challenges; however, the leadership team remains united, production and safety are relatively stable, employee morale is high, and the company has managed to reduce losses each year, making gradual progress. To turn losses into profits, he emphasized the need for a strong, market‑driving product to serve as a cornerstone. Accordingly, the company should promptly identify a promising product with robust profitability to reverse its current situation. Chairman Chen also offered preliminary suggestions regarding two new products currently under evaluation. Regarding new product development and technology transfer, President Ren put forward several key points: First, the technologies involved must be highly advanced and environmentally friendly, ideally aligning with national policy priorities. Second, transfer agreements should include exclusive rights, with clear restrictions on any subsequent re‑transfers. Third, businesses should seize opportunities for mutually beneficial partnerships; even if partners demand stringent terms during negotiations, a superior product warrants bold collaboration aimed at achieving win‑win outcomes. In closing, both Chairman Chen and President Ren urged the company’s leadership to maintain confidence, confront challenges head‑on, intensify research efforts, and swiftly identify viable products, with the goal of achieving profitability by next year. The company’s leadership pledged to fully comply with the directives of Chairman Chen and President Ren, promptly identifying a strong product that will help the chemical company emerge from its difficulties and contribute meaningfully to the Group.
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