On the morning of April 27, a delegation led by Director Xiong Chunfeng of the Jixi Industrial Park Party Working Committee—comprising park-level Party cadres and heads of enterprise Party organizations—visited Shandong Company to exchange experiences in Party building. The visit was warmly received by Luo Yinchang, Chairman of Shandong Company and Secretary of its Party Branch. Secretary Luo Yinchang began by providing the visiting park officials with a brief overview of Shandong Company’s basic situation. He then presented a special video highlighting Yuegong Group’s initiative to become a “small giant” in the steel‑structure niche market. Following this, he escorted the delegation into the manufacturing workshop to observe the production process of steel components. Upon returning to the conference room, Secretary Luo Yinchang reported on the progress of Party building at Shandong Company. Focusing on three key areas—regularizing Party branch activities, standardizing organizational development, and reinforcing the exemplary role of Party members in their work—he detailed the achievements of Shandong Company’s Party branch over recent years. He also shared with the visitors records of Party‑building activities and relevant photographs documenting these efforts. Director Xiong Chunfeng expressed high praise for Shandong Company’s Party‑building work, noting that as a key pillar enterprise within the park, it excels not only in production, operations, and management but also in Party building. Whether it is conducting regular “Three Meetings and One Lesson” sessions, participating in the “Study Competition on the Spirit of the 19th National Congress of the CPC” hosted on the “Lighthouse – Online Party Building” platform, or implementing the “Two Recommendations and One Public Notice” procedure for cultivating new Party members, all initiatives are carried out in an orderly and effective manner. He commended the company as a model Party branch for non‑public enterprises across the park and even throughout Pingyin County, urging the Yuegong Party Branch to press ahead, remain problem‑oriented, ensure Party member satisfaction, and stay focused on serving the central mission. He encouraged them to further refine and expand the Party branch’s functions in educating and managing Party members, fully leveraging the branch’s role as a strong fighting fortress and the exemplary leadership of Party members, thereby contributing fresh achievements and making new contributions to the development of both the company and the industrial park.
On April 25, Liu Zhe, Secretary-General of the China Association for Metal Structures in Construction; Dang Baowei, Deputy Secretary-General of the China Association for Metal Structures in Construction and President of its Steel Structure Branch; Liu Min, Vice-President of the Steel Structure Branch; Ma Xueming, Secretary-General of the Prefabricated Construction Branch of the All-China Federation of Industry and Commerce Real Estate Chamber; and other distinguished guests visited our company to conduct a research mission and provide guidance. They engaged in an in-depth discussion with Group leaders Chen Bailiang, Ren Qiliang, Jiang Jinlong, and Hua Yuwu, as well as with Chen Jian, Deputy General Manager of the Zhejiang Company, and Ma Li, Director of the Group Office, focusing on the development of prefabricated construction and the challenges it faces. The symposium was chaired by Dang Baowei, Deputy Secretary-General of the China Association for Metal Structures in Construction and President of its Steel Structure Branch. He noted that the importance of developing prefabricated construction has been recognized for many years, and this visit aims to gain first-hand insights into the current state of progress—identifying both positive advancements and existing issues—as well as understanding the sector’s needs and expectations. Zhejiang Province has long been at the forefront of steel structure and prefabricated construction nationwide, while Yuegong Group has also achieved notable success in this field over recent years. Accordingly, Yuegong was chosen as the first stop, with the hope of sharing practical experiences and specific challenges encountered during the implementation of prefabricated construction—including matters related to national policies, industry regulation, and other issues beyond the control of individual enterprises—and jointly exploring potential solutions. During the symposium, Chairman Chen Bailiang extended a warm welcome on behalf of the Group to the leaders of the China Association for Metal Structures in Construction, expressing heartfelt gratitude for their ongoing support and guidance from Beijing. He then outlined Yuegong’s recent developments and presented the Group’s strategic objectives and concrete measures for successfully entering the capital markets within the next three to five years. He emphasized the commitment to specialize, refine, and strengthen the core steel structure business, aiming to become a “small giant” in its niche market and to build a “Quality Yuegong, Happy Yuegong.” Following this, Chen Jian, Deputy General Manager of the Zhejiang Company responsible for overseeing the R&D and promotion of green prefabricated construction, delivered a detailed report using an illustrated PowerPoint presentation. The report covered Yuegong’s explorations and practical initiatives in prefabricated construction, innovative elements incorporated into Yuegong’s prefabricated building designs, key lessons learned during market promotion, and the challenges and obstacles faced in advancing this sector. In turn, Hua Yuwu, Vice President of the Group and General Manager of the Zhejiang Company, supplemented the discussion by drawing on concrete examples and case studies from Yuegong’s efforts to develop and promote its proprietary prefabricated construction system. He addressed critical bottlenecks, standardization and universal applicability, real-world implementation of the system, information sharing, and policy recommendations related to prefabricated construction. The association leaders listened attentively to Yuegong’s presentations, posed detailed questions, and engaged in extensive, in-depth discussions regarding the future prospects of prefabricated construction, current concerns, and ways to foster its healthy development. These exchanges underscored Yuegong’s significant standing within the steel structure industry and its pioneering efforts in implementing prefabricated construction. At the same time, the event provided Yuegong with a valuable opportunity to learn from and seek advice during a pivotal phase of its prefabricated construction journey, offering crucial guidance for better understanding the evolving landscape of prefabricated construction, adopting a balanced yet proactive approach, and steadily advancing the development of Yuegong’s own proprietary green prefabricated construction system.
The Yuegong Group’s first-quarter economic performance analysis meeting concluded successfully.
Recently, Yuegong Group convened an economic performance analysis meeting at its headquarters in Shaoxing to review the first quarter’s operations. The meeting thoroughly summarized the work accomplished in the first quarter of 2018 and carefully planned and outlined the direction for the second quarter. Meeting agenda: 1. Each company reported on its first-quarter economic performance, identified key issues, and proposed next steps. 2. Progress was reviewed on the Group’s innovation and excellence initiatives, QC activities, and “Safety and Quality Month” campaigns. 3. Liu Qingli, General Manager of Shandong Yuegong, presented his analysis and insights regarding the company’s market positioning and development strategy. 4. Hua Yuwu, General Manager of Zhejiang Yuegong, discussed the current status and future plans for the research, development, and promotion of Yuegong’s green prefabricated construction solutions. I. Chairpersons and General Managers of all Group subsidiaries delivered reports on their first-quarter achievements and outlined plans for the second quarter. Jiang Jinlong, Executive Vice President of the Group and Chairman of Zhejiang Company: Further strengthened measures to attract and incentivize talent; aligned efficiency and profitability goals with innovation, excellence, and safety and quality initiatives, achieving tangible results in cost reduction and productivity improvement. Hua Yuwu, Vice President of the Group and General Manager of Zhejiang Company: Breakdown of economic targets into granular components; established an elite team and created a Green Building Department; pursued both revenue generation and cost control; revised and refined management manuals and standardized business practices in preparation for an IPO; continued R&D efforts and orderly advancement of Yuegong’s green prefabricated construction projects. Luo Yinchang, Vice President of the Group and Chairman of Shandong Company: Prioritized talent development as Shandong Company’s top priority; revised and improved the 2018 marketing policies, shifting incentives more heavily toward engineering projects; updated regulations governing wage assessment in the Manufacturing Department, equipment management, and warehouse administration; implemented the 2018 technical upgrade plan. Liu Qingli, General Manager of Shandong Company: Introduced a four-character marketing strategy—“Find, Promote, Build, Execute”—to refine the company’s marketing network and project delivery system. Ai Shenghui, General Manager of the Machinery Company: Emphasized technological innovation and optimization of technical upgrades, successfully developing a vertical lift parking garage; continued improvements to flat‑moving vehicle models to enhance stability and quality; steadily expanded the maintenance and service market. Lou Zugen, General Manager of the Real Estate Company: Advanced orderly completion of ongoing project liquidation and finalization tasks, including obtaining and distributing property ownership certificates; initiated preparations for the property management building and Phase III high-rise developments. Wu Jiamin, Safety Officer of the Group’s Corporate Management Department: Stressed that safety must never be compromised for production; emphasized the need to instill safety awareness and responsibility deeply within employees; intensified safety inspections and oversight at project sites to prevent superficial compliance; ensured comprehensive safety management throughout every stage of project execution, leaving no room for oversight during pre-shift checks or routine meetings; and committed to adequate funding for safety initiatives. Detailed data and scientific methodologies were used to analyze each company’s and department’s operational and production performance, identify existing challenges, and facilitate constructive discussions. These exchanges laid a solid foundation for driving meaningful progress across all areas in the upcoming quarter. II. Remarks by Group President Ren Qiliang President Ren noted that during the first quarter, all Group subsidiaries maintained steady production levels and achieved better-than-last-year profitability, demonstrating overall stability. Each subsidiary and department designed unique initiatives tailored to their specific circumstances, resulting in numerous notable highlights: In Zhejiang, the company pioneered a new approach to talent management by conducting formal interviews—and even advising or dismissing—employees whose performance fell short of expectations, proactively weeding out underperformers. In terms of cost control, Zhejiang set a target to cut expenses by 1.5–2 million yuan, breaking down this goal into concrete actions. Regarding green prefabricated construction, following the establishment of the Green Building Department, the company formulated detailed work plans and performance metrics, continuously refining its technological and marketing frameworks. Yuegong’s green prefabricated construction is steadily gaining momentum—let’s watch closely. For Shandong, the first major initiative of the quarter was organizing a large-scale discussion titled “How We Viewed 2017 and How We Will Act in 2018,” involving all mid-level managers. This collaborative effort left a strong impression. Since assuming office, General Manager Liu Qingli has also made significant strides, such as proposing and implementing a technical upgrade plan addressing various operational challenges in manufacturing, marketing, and other areas. Concrete improvements have been made in wage calculation and evaluation within the Manufacturing Department, machinery maintenance, and on-site management. The Machinery Company successfully completed type testing and certification for its PCS 11‑story vertical lift parking garage in the first quarter and is now poised to obtain a manufacturing license. Additionally, the company has made promising progress in expanding its maintenance and service market, adding several new clients since the beginning of the year. The Real Estate Company focused on wrapping up remaining liquidation tasks, primarily handling the issuance and distribution of property ownership certificates while streamlining staff numbers. Meanwhile, the Chemical Company has largely completed the final stages of its asset transfer process, ensuring a smooth transition of personnel. Several key Group initiatives also advanced significantly during the first quarter. Work toward an IPO progressed according to schedule, with the first round of due diligence conducted by Guohao Law Firm and Tianjian Accounting Firm. Faced with increasingly stringent IPO review requirements, lower approval rates, and some companies choosing to withdraw voluntarily, Chairman Chen promptly convened a meeting of the Group’s leadership and IPO task force. Together with representatives from investment banks and law firms, they analyzed the situation and concluded that Yuegong’s IPO objectives remain unchanged. The decision was to stay the course and continue pursuing capital market access as planned. This unified thinking dispelled doubts and clarified the way forward. Innovation and Excellence initiatives, along with the Safety and Quality Month campaign, received widespread attention across all companies and departments. Notably, leaders personally engaged in innovation efforts, demonstrating far greater commitment than in previous years. Most submitted innovation proposals addressed specific internal challenges, particularly collective projects focusing on management innovation, technological breakthroughs, energy efficiency, workplace safety, and engineering quality—all backed by clear countermeasures, quantifiable targets, and data-driven monitoring. Since launching in early April, the Safety and Quality Month campaign has seen diverse activities, including thematic meetings to discuss implementation strategies, on-site safety education sessions for frontline workers, expert-led safety workshops, and emergency response drills. Overall, thanks to concerted efforts across the Group, the first quarter remained stable. However, several persistent issues emerged, concentrated in three main areas: First, compared with the same period last year, most Group companies experienced negative growth in key economic indicators, with uneven performance among subsidiaries. Second, human resources challenges persist. In 2018, the Group faced its most severe recruitment crisis to date, with many companies reporting shortages at both ends of the workforce spectrum: acute labor shortages on the shop floor, coupled with critical gaps in highly skilled technical, managerial, and marketing talent. Third, despite overall balance, neither economic indicators nor individual priority projects or contracted undertakings produced standout results. While stability was maintained, there was a noticeable lack of impactful achievements, making it increasingly difficult to meet annual targets. Looking ahead, President Ren emphasized the following priorities: 1. Stay firmly committed to annual goals, adhere to timelines, and heighten the sense of urgency. Thoroughly review first-quarter performance against the plan, paying particular attention to shortcomings, weak links, and negative growth indicators. For example, how can the Machinery Company unlock latent market potential in the second quarter to convert opportunities into concrete orders and measurable capacity? Similarly, Zhejiang and Shandong should adopt comprehensive measures—enhancing recruitment, optimizing production processes, outsourcing, and upgrading technology—to address underperformance and ensure progress in the second quarter. 2. Successfully implement the “Innovation and Excellence” and “Safety and Quality Month” campaigns. Focus on process control and continuous improvement, striving to quantify outcomes rather than merely summarizing results at year-end. Avoid the trap of pursuing awards for their own sake or engaging in activities just for the sake of activity. As Zhejiang has aptly pointed out, “Winning awards is not the sole objective; real benefits are what truly matter.” Use these initiatives to systematically address operational deficiencies, boost efficiency, and elevate employee capabilities. 3. Deepen understanding, support, and cooperation regarding the IPO process. All companies have actively collaborated on the IPO roadmap, completing extensive preparatory groundwork. At present, financial challenges remain the primary bottleneck, requiring unified thinking and alignment with the Group’s IPO objectives. 4. Accelerate the R&D and commercial rollout of Yuegong’s green prefabricated construction solutions. As President Ren noted, Yuegong’s green prefabricated buildings have already taken a decisive step forward—just as President Xi Jinping famously said, “Now that the curtain of reform and opening-up has been raised, it cannot be closed again!” Once the momentum is set, we must press forward without hesitation. Yuegong’s green prefabricated construction carries great hopes for the company’s future development, bearing significant responsibilities. Therefore, Zhejiang Company and the Green Building Department must take proactive steps to refine our systems, expedite project implementation, and secure contracts. The Group’s leadership, along with all companies and departments, should provide unwavering support, working hand-in-hand with the Green Building Department to explore feasible solutions. In principle, any reasonable and viable proposal will be considered. 5. Maintain robust communication and knowledge-sharing among companies, especially between the two core operating entities—Zhejiang and Shandong. Regular exchanges and mutual learning will help drive continuous improvement in corporate governance and safeguard our professional credentials. Each company brings its own strengths; through frequent interactions between senior and frontline management, we can learn from one another and complement each other’s expertise. Currently, all three major Group companies are led by professional managers. The Group’s leadership and company chairpersons should extend full trust, empower them to innovate, and leverage their influence to create a favorable working environment, uphold the authority of general managers, and collectively achieve shared goals. III. Remarks by Group Board Chairman Chen Bailiang Chairman Chen delivered an important address, beginning by commending and thanking all companies for their hard work and achievements in the first quarter, while expressing high expectations and encouragement. He then highlighted three key priorities for the next phase: First, having firmly committed to entering the capital markets, the Group must urgently align its operations with the necessary standards and procedures.Everyone must adopt the correct perspective toward compliance work. Listing on the stock exchange entails costs and trade-offs; when our production and business activities conflict with listing requirements, prioritizing compliance is paramount. Of course, in practical implementation, each company and department should devise feasible solutions that neither hinder the listing process nor compromise the interests of the company, project teams, or relevant stakeholders. II. Regarding the Party-building work of the Group Party Committee in 2018: The key themes for 2018 are as follows: first, to carry out study-and-education activities focused on “studying, understanding, applying, and implementing the spirit of the 19th National Congress of the CPC”; second, to align with actual enterprise conditions and mobilize Party members and cadres to take the lead in preparing for corporate listings. All companies and Party branches are requested to implement these tasks strictly in accordance with the established work plan. III. Group-wide fund management. One of the nation’s three major tasks is to wage a decisive battle against financial risks, and a series of stringent regulatory measures have been introduced—sending us an important signal: liquidity will become increasingly tight, and financing costs will continue to rise. Accordingly, after multiple rounds of deliberation, the Group will issue an emergency response plan for fund management in May. We urge all companies to cooperate fully. At the conclusion of the meeting, Chairman Chen expressed his hope that our management team would advance with unstoppable momentum, embracing a spirit of fearlessness in the face of challenges and risks, staying firmly committed to our goals, shouldering responsibilities courageously, and uniting as one to lead all Yuangong employees steadily toward the capital markets, thereby creating new heights of success for Yuangong.
On the afternoon of April 11, the seventh “Yuegong Green Construction Cup” College Student Structural Design Competition was held at the Road and Bridge College of Zhejiang Transportation Vocational and Technical College. The competition aims to cultivate students’ innovative thinking and hands-on skills in multiple ways, foster teamwork, enhance their abilities in engineering structural design and practical application, promote mutual learning and exchange between universities and enterprises, and create a vibrant academic atmosphere. This year’s event featured eight teams and twelve entries competing against one another. After an intense afternoon of competition, five teams earned third prize, two teams took second prize, and one team secured first prize, bringing the structural design contest to a successful conclusion. Loading Test This year’s “Yuegong Green Construction Cup” structural design competition was themed “Design and Model Fabrication of a Construction Platform,” requiring participants to design and build a construction platform model using specified materials. The competition consisted of three components: model fabrication, presentation, and loading tests. Among them, the lattice column model created by Xiang Xusu, Lei Xinli, and Yu Chengkai from the Road and Bridge College achieved an outstanding result by withstanding a load of 112 kilograms, successfully passing the competition’s loading test and earning first prize in this design contest. General Manager Hua Yuwu presented the award to the first-prize-winning team. Speaking after the competition, General Manager Hua Yuwu of Zhejiang Yuegong Steel Structure Co., Ltd. noted that the Road and Bridge College integrates innovation awareness and practical skill development into its entire talent cultivation process, seamlessly blending professional education with innovation and entrepreneurship training. The college has fostered a positive environment characterized by “using competitions to promote learning, teaching, and assessment integration.” The excellent results achieved in this competition serve as a clear demonstration of this approach. He expressed hope that the college would further increase the frequency of such competitions, strengthening students’ practical capabilities and their capacity for innovation and entrepreneurship. Yuegong Group will continue to provide support and warmly welcomes students to join the Yuegong family.
Safety Training at Yuegong: Ensuring Safe Production at Yuegong
The Yuegong Group’s 2018 “Safety and Quality Month” campaign was officially launched on April 1. To enhance prevention of workplace accidents, further strengthen safety awareness and management capabilities among managerial staff and frontline employees, and improve workers’ ability to respond to unexpected safety incidents, the Group, in accordance with the spirit of the Shaoxing Municipal Federation of Trade Unions’ notice on conducting the “One Hundred Safety Training Sessions Entering Enterprises” initiative, held a specialized safety production training session on April 4 in the fourth-floor conference room of the Comprehensive Building. The training featured a keynote address by He Fengbiao, Director of the Comprehensive Coordination Division of the Shaoxing Municipal Administration of Work Safety. Over 130 participants attended, including Group executives Chen Bailiang and Ren Qiliang, mid-level and senior managers from all subsidiaries across Zhejiang Province, all employees of the Engineering and Manufacturing Departments, as well as representatives from relevant Group departments. Director He delivered an exceptionally vivid and instructive safety‑production education lecture titled “Safety Production Laws and Regulations, Safety Knowledge.” Drawing on his many years of experience in safety management and extensive first-hand evidence from numerous accident scenes, he addressed three key topics: the concepts and principles of safety production, cautionary lessons from past accidents, and practical measures for ensuring safe operations. He emphasized that safety means freedom from threats, harm, and losses—that safety is the greatest benefit and the ultimate source of happiness. Using a memorable analogy, he likened safety to the number “1,” with all subsequent zeros representing various aspects of workplace safety; without that initial “1,” even the most numerous zeros would be meaningless. Even more alarming, Director He presented in his PowerPoint slides recent images of major and extremely serious safety accidents across China and in Shaoxing, highlighting the severe loss of life and property incurred in each case. He also shared numerous photos of hidden hazards uncovered during inspections at enterprises—images that were truly shocking and deeply thought‑provoking. Regarding how to effectively ensure workplace safety, Director He provided clear, practical guidance on eliminating potential hazards and addressing early warning signs of accidents, prioritizing prevention, diligently participating in safety training, strictly adhering to safety regulations and operating procedures, practicing the “three no‑harm” principle, and properly using safety equipment and devices. He also explained basic requirements for electrical, fire‑safety, and gas‑use practices. The training enjoyed high participation, with attendees demonstrating a humble, eager-to-learn attitude, attentive listening, and excellent discipline. Despite its brief duration, every participant gained substantial insights and benefits. Finally, President Ren Qiliang offered a concise summary, stating that safety is both the foundation for corporate development and the cornerstone of employee well‑being. Safety is everyone’s responsibility, and everyone must safeguard it. Each subsidiary should earnestly fulfill its primary responsibility for safety production, while all employees, as owners of the enterprise and key contributors to safety, must rigorously follow the Group’s directives and requirements to carry out the “Safety and Quality Month” activities in depth. During this period, all company personnel are urged to attach great importance to identifying and addressing safety hazards, intensify inspection efforts, adhere to a preventive approach, and eliminate potential risks. President Ren underscored that safety production is not a temporary or one‑off effort; it must be emphasized year after year, month after month, day after day, with unwavering vigilance. We must draw profound lessons from the major and catastrophic accidents highlighted in Director He’s presentation, as well as from incidents and hazards we ourselves have experienced, keeping these warnings ever present so that we can achieve safe and harmonious development.
In today’s modern society, where the market economy is increasingly sophisticated, adhering to contractual obligations and valuing credibility has become an indispensable cornerstone for enterprises competing in the marketplace. Over more than a decade of development, Shandong Company has consistently upheld its business philosophy of “strictness and pragmatism, quality first, pursuit of excellence, and customer supremacy”; embraced the management principle of “seeking truth, being pragmatic, innovating, collaborating, achieving win‑win outcomes, and fostering growth”; and championed a corporate culture characterized by “passion, magnanimity, harmony, meticulousness, cooperation, and proactiveness.” From scratch, the company has grown steadily—from small beginnings to substantial scale, from weakness to strength—gradually evolving into a distinguished enterprise that enjoys considerable recognition not only in the local market and across Shandong Province but also nationwide. Its reputation, credibility, and market influence have earned widespread acclaim within the industry. In recent years, the company has steadfastly regarded honesty and trustworthiness as the foundation of its operations, the bedrock of its corporate culture, and the source of its public image. It has actively promoted the development of a transparent and open corporate culture, striving to embody the ethos of “integrity and faithfulness” in all aspects of its work. By strictly complying with industrial and commercial regulations, honoring commitments made to the public, and rigorously implementing and enforcing robust contract management systems, the company has ensured timely and full performance of contractual obligations, thereby cultivating a strong social reputation. As a result, in June 2017, it was awarded the title of “Contract‑Abiding and Credit‑Valuing Enterprise of Jinan City for the 2015–2016 Period.” To further enhance its competitiveness, effectively expand its influence in specialized markets, and significantly boost its brand impact, Shandong Company has placed greater emphasis on strengthening contract review and approval processes, standardizing and refining end-to-end contract management, intensifying oversight of contract execution, and improving compliance rates. In doing so, it has gradually established a contract management system that is standardized, institutionalized, formalized, and digitized. The company attaches great importance to building integrity and upholding its commercial reputation; in serving customers, it remains committed to the principle of “customers first, users supreme,” guided by the core value that “meeting customer needs is the enduring pursuit of the enterprise.” By aligning closely with strategic clients, the company achieves co‑creation, mutual success, and shared benefits, vigorously promoting its “Quality Beyond Palace” brand and forging win‑win relationships with its partners, thereby establishing a positive public image. In March 2018, Shandong Company actively participated in the application process for the “Contract‑Abiding and Credit‑Valuing Enterprise” designation at the provincial level in Shandong. Currently, all related efforts are progressing steadily, with the company’s compliance initiatives proving solid and effective. Preliminary review by the Pingyin County Market Supervision Administration has already been successfully passed.
On March 28, Zhejiang Yuegong held an on-site audit meeting for the “AAA Contract‑Abiding and Credit‑worthy Enterprise” designation in its third‑floor conference room. A seven‑member review team, led by Deputy Director Jin Pingjun of Donghu Subdistrict in Yuecheng District, Shaoxing City, and headed by Director Lou Xiadong of the Donghu Market Supervision Administration, conducted a field inspection of the company’s compliance with contract‑abiding and credit‑worthiness standards. The group was accompanied by Chen Bailiang, Chairman of the Group’s Board of Directors; Hua Yuwu, Vice President of the Group and General Manager of Zhejiang Company; and relevant personnel responsible for the company’s contract and credit management. General Manager Hua Yuwu briefed the inspection team on the company’s overall credit‑management practices, while Chairman Chen Bailiang outlined the enterprise’s operational strategy and its plans for future development. In addition, the review panel carried out on‑site document reviews and oral inquiries covering the company’s business qualifications, brand management, contract‑credit administration, operational performance, social responsibility, and credit standing. Following a thorough and rigorous examination of all submitted materials, the audit team concluded that Zhejiang Yuegong maintains high management standards in areas such as intellectual property, credit‑system development, environmental protection, workplace safety, product quality, tax compliance, and banking credit. With robust implementation and a strong reputation for integrity, the company met all eligibility criteria and was recommended for submission to higher authorities.
Shandong Company has organized and launched the “Safety and Quality Month” campaign.
On March 22, 2018, the Group issued the “Notice on Organizing and Carrying Out the 2018 ‘Safety and Quality Month’ Activities.” In response, Shandong Company promptly took action, convening a mobilization meeting at 9:00 a.m. on March 24. The meeting was attended by General Manager Liu Qingli, company leaders Gao Yanbin and Chen Kuanli, heads of relevant departments He Fengshi, Zhao Bin, and Qin Duqun, as well as administrative clerk Feng Chenglei from the General Affairs Department. The meeting was chaired by General Manager Liu, who first led all participants in carefully studying the Group’s official notice and provided key guidance and arrangements for implementing the activities. This campaign is divided into three phases. The first phase, from March 25 to April 5, will focus on publicity and mobilization for the “Safety and Quality Month” activities. The second phase, from April 6 to April 25, will primarily involve identifying, rectifying, and eliminating safety and quality hazards; conducting education; carrying out emergency response drills related to safety and quality production; and fully launching various related initiatives. The third phase, from April 25 to April 30, will see the implementation of summary and evaluation sessions, ensuring that the outcomes of the campaign are thoroughly assessed and realized. To ensure the effective execution of this initiative, the meeting decided to establish a “Safety and Quality Month” Leading Group, with General Manager Liu Qingli serving as its head. The group’s responsibilities encompass the following four key areas: (1) Formulating the “Safety and Quality Month” activity plan and organizing and guiding the implementation of these activities across all departments and project teams. (2) Conducting in-depth investigations and analyses of the current status of safety and quality management in conjunction with the campaign, promptly addressing emerging issues and challenges. (3) Carrying out oversight and inspections to ensure the effective implementation of all specific measures. (4) Collecting, compiling, and reporting information and materials related to the “Safety and Quality Month” activities. High standards and rigorous requirements are essential to achieving positive results. Shandong Company has set forth three key directives for this “Safety and Quality Month” campaign: (1) Strengthen leadership and meticulous planning. The Leading Group must provide robust oversight of the Safety and Quality Month activities. Supervising and responsible leaders should personally oversee and actively participate in the campaign. All departments must align with the unified schedule, closely adhering to the campaign theme of “Building a Solid Safety Barrier and Constructing a High-Quality Yuegong,” intensify their planning efforts, and ensure that all tasks under the Safety and Quality Month are effectively carried out. (2) Enhance strategic planning to guarantee tangible outcomes. The Manufacturing Department should refine and improve systems and standards covering safety and quality training, hazard identification and remediation, special equipment management, lifting equipment operation and maintenance, on-site 6S management, welding and hot work procedures, and confined space operations. It should also establish detailed management and assessment mechanisms, standardize safety and quality management for each trade and workstation, institutionalize regular assessments, and implement clear reward-and-penalty measures to foster a competitive atmosphere promoting continuous improvement in safety and quality. Meanwhile, the Engineering Department should strengthen comprehensive dynamic management of project managers, rigorously overseeing the review and implementation of construction plans. Special attention should be given to effectively communicating and supervising three-tiered safety education for workers, on-site civilized construction practices, quality control, and management of critical milestones. Regular and ad hoc safety and quality inspections must be conducted, with accountability enforced and assessments strictly applied. The Quality Control Department should reinforce overall quality management, actively organize QC team activities, and closely monitor key indicators such as first-pass yield, defect rates, and material utilization. Detailed monthly quality reports must be prepared, leveraging knowledge contests and skill competitions to significantly enhance product quality and maximize the campaign’s impact. Lastly, the General Affairs Department should intensify publicity efforts for the Safety and Quality Month, making full use of diverse channels and platforms for outreach, education, and learning. It should also develop and enforce comprehensive meeting management protocols, ensuring strict compliance across all departments. Additionally, food service and dormitory facilities require enhanced safety management, with the establishment of fire prevention and electrical safety regulations, timely posting of warning signs and banners, and the creation of systematic inspection schedules accompanied by thorough records and clearly defined reward-and-penalty policies that are rigorously enforced. (3) Strengthen supervision and impose strict assessments. The campaign requires intensified oversight and guidance, with the Leading Group—acting as an inspection team—conducting detailed weekly reviews of each department’s progress every Saturday at 10:00 a.m., while strictly enforcing reward-and-penalty measures. Efforts should be made to institutionalize, standardize, and normalize safety and quality awareness-raising activities, ensuring that the Safety and Quality Month yields concrete, measurable results. At the conclusion of the meeting, General Manager Liu urged all employees to mobilize fully, conduct extensive publicity, and firmly instill a strong sense of safety red lines and quality supremacy. He emphasized the importance of further strengthening the responsibility system for safe production, comprehensively improving quality management, elevating overall employee competence, cultivating sound work habits, and gradually establishing self-discipline mechanisms to achieve civilized and safe production. By doing so, we can lay a solid ideological foundation for enhancing both safety and quality, promote the spirit of craftsmanship, bolster brand development, and provide reliable safeguards for Yuegong’s long-term sustainable growth and the Group’s goal of going public.
A Green Spring Ride Around the Lake Ushers in a New Chapter for Yuegong
On March 10, on a bright, spring‑filled day, the New Year Lakeside Walk event—jointly planned and launched by the Group’s Trade Union, Youth League Committee, and Office—began smoothly at Didiang Lake Park. More than 80 employees from various companies across Zhejiang participated in the activity. At 8:15 a.m., participants had already gathered at the west gate of Didiang Lake, eagerly anticipating the start of the event. At 8:30 a.m., Su Jiaqi, member of the Youth League Publicity Committee, briefed everyone on the event’s theme, route, safety precautions, and other important details. Group President Ren Qiliang delivered a speech to introduce the event. Group Chairman Chen Bailiang officially declared the event open. All participants then assembled at Bridge No. 1 over Didiang Lake for a group photo, with the bridge serving as a stunning backdrop. Bridge No. 1, meticulously crafted by the people of Yuegong, is located in Shaoxing’s Didiang New City. It is a uniquely designed, aesthetically pleasing under‑arch three‑span butterfly‑shaped arch bridge. Its symmetrical, outward‑leaning arch ribs seamlessly blend with curved landscape platforms, creating the impression from afar of a colorful butterfly gracefully dancing above Didiang Lake—hence its evocative name, “Butterfly Bridge.” Throughout the walk, participants enjoyed breathtaking views along the way. This event not only showcased the company’s spirit of unity, determination, and forward momentum, enhancing its positive public image, but also enriched employees’ cultural, sports, and recreational activities, fostering healthy travel habits, a green and low‑carbon lifestyle, and greater health awareness.
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