Chairman Chen of the Group has put forward two requirements for the work of the Shandong Company.
Release Date:
2014-09-30 14:32
On September 23, Group Chairman Chen Bailiang and President Ren Qiliang paid a special visit to the Shandong Company to review the handling of two recent workplace safety incidents and to provide guidance on ongoing operations. Chairman Chen and President Ren conducted on-site inspections of the Magma Steel project construction site and the company’s production workshops, then convened a symposium with the company’s leadership team to hear briefings from the company’s management on the resolution of the safety incidents and the current state of production and operations. Both Chairman Chen and President Ren expressed strong approval of the Shandong Company’s performance so far this year, noting that while the company has set ambitious targets and faces significant pressure, its results from January through August have been broadly satisfactory. They added that achieving a “clean sweep” across all key performance indicators for the full year remains highly attainable, urging the team to maintain momentum and strive for success. Following the occurrence of the two safety incidents, the company’s leadership acted in unison, responding proactively. In accordance with relevant directives from the Group and with the cooperation and support of local government authorities, extensive measures were undertaken to address the parties involved and mitigate the situation, thereby containing the impact, minimizing losses, and limiting repercussions. To date, both incidents have been fully resolved, and construction and production activities have returned to normal. Chairman Chen outlined two specific requirements for the Shandong Company’s next phase of work:
First, we must learn from our mistakes and turn setbacks into opportunities. Accidents are not the real concern; what is truly alarming is failing to draw lessons and failing to put in place robust systems and mechanisms to prevent recurrence. Therefore, we must face accidents head-on, thoroughly analyze their root causes, implement effective corrective measures, and ensure that similar incidents never happen again. By analyzing and addressing each accident, we can develop targeted policies and procedures that drive genuine improvements across all aspects of enterprise operations—production management, project management, construction management, and more.
Second, under the current circumstances, we must rally our spirits and strive to deliver even better results this year. Since the beginning of the year, the overall situation has been quite challenging. How to navigate these difficulties and outperform others should be a top priority—both for the present and in the period ahead. For an enterprise to survive and grow, it must first adapt to the market and define its positioning clearly. In the case of Shandong Company, this means consistently moving from small‑scale projects to larger ones, from simple light‑steel structures to complex heavy‑steel constructions, and boldly competing with others. Only by doing so can we expand and thrive—and this strategic positioning must remain unchanged. In addition, we must pay close attention to and accurately gauge market trends. At present, it is unrealistic to assume that we can secure projects entirely free of risk. We need to proceed with caution, minimize risks as much as possible, yet also take calculated risks when appropriate. When pursuing new contracts, we should first gather comprehensive information and carefully assess whether the client is truly viable. If the client is sound, even slightly less favorable terms—such as payment arrangements—may still warrant acceptance. In short, we must remain flexible and attuned to market realities; otherwise, if we refuse every project out of fear or avoid taking on any work altogether, our production capacity will stagnate, and the company will struggle to grow. Furthermore, to outperform our competitors, we must closely observe the distinctive strengths of other firms and adopt their best practices. As several speakers just noted, Ma Steel’s approach is particularly instructive. We should emulate their spirit of initiative, their strong sense of time, their rhythm and efficiency in execution, their sense of urgency, and their courage in overcoming obstacles. In an environment where conditions are far from ideal, only by going above and beyond—by finding creative solutions and delivering superior results—can we secure a lasting competitive edge.
Luo Yinchang, Chairman and General Manager of the Shandong Company, stated that the two consecutive major accidents at the Magang construction site came as a surprise. At the same time, he emphasized the need to earnestly reflect in accordance with Chairman Chen’s instructions, thoroughly learn from these incidents, and take corrective measures to prevent future occurrences—addressing problems after they arise and drawing broader lessons from each case. Once issues emerge, they must be handled decisively and appropriately, thereby strengthening our management across all areas. The Shandong Company is confident in delivering strong results going forward, ensuring smooth production and operations, and recovering lost ground. In the current challenging external environment, where securing new orders has become increasingly difficult, it is even more critical to pool our collective efforts and work together to overcome these challenges. In terms of marketing, we must think creatively and expand our horizons, focusing on securing large‑scale projects. For major corporations and state‑owned enterprises, even if the conditions are stringent, we should boldly pursue such opportunities. Meanwhile, we need to reorient our product mix toward heavy steel and large‑project‑oriented offerings, putting the company on a path of stable and sustainable growth. As external markets evolve and competitors adapt, failure to keep pace will severely hinder our development.
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