The group company holds its 2025 Work Seminar.
Release date:
2025-01-07
On December 30, 2024, the group company held its 2025 Work Symposium in Huangdao. Feng Yiyuan, President of the Group Company, chaired the meeting, while Qu Sichun, Secretary of the Party Committee and Chairman of the Group Company, was present. Chairing the meeting and delivering an important speech. Attendees discussed suggestions on how to further enhance quality and efficiency, as well as promote standardized development, since the group company officially began operations one year ago.
Director Qu started by focusing on four key words—platform, supply chain extension, opportunities, and efficiency—to analyze and summarize the company group's performance across various areas in 2024. He noted that under the leadership of the board of directors and the president's team, the group maintained a positive momentum in 2024, achieving notable progress in scientific research innovation, talent development, team building, and standardized operations. However, he also acknowledged that certain shortcomings still exist across different aspects. Looking ahead to 2025, Director Qu outlined specific expectations: 1. First, efforts must be intensified in standardized governance, with an urgent need to shift mindsets—from the group level down to individual subsidiaries—and to continue refining institutional frameworks as well as performance evaluation systems across the board. 2. Second, significant emphasis should be placed on innovation, adopting a tiered approach that balances both groundbreaking, differentiated, and distinctive technological breakthroughs with continuous improvements to existing technologies. Nanjing Nuo’ao should make full use of its current land resources, think creatively, and actively explore new product development. At the same time, the company’s management itself must embrace innovative practices. 3. Third, the company needs to be fully prepared for integration and open, collaborative exchanges. Given the distinct cultural identities among the group’s subsidiaries, each subsidiary must adopt an open mindset while aligning closely with the group’s overall strategic direction. Moreover, enhanced communication should be fostered within the three core business segments—research, engineering, and industry—but strict confidentiality measures must be maintained. 4. Fourth, management should draw inspiration from Nuo’ao Chemical’s "wolf-like culture," emphasizing energy conservation, waste reduction, and cost control. It is crucial to identify and address inefficiencies promptly, ensuring robust implementation of comprehensive budget management over the next three years. This will ultimately enhance operational efficiency. 5. Fifth, proactive risk management is essential, covering areas such as quality risks, safety risks, and information disclosure risks, among others. 6. Sixth, the company must find ways to expand globally, strengthening collaboration with international partners in the research sector to attract cutting-edge technologies. Meanwhile, products from the industrial segment should strive to enter overseas markets. 7. Seventh, the company should leverage the capital market effectively, accelerating M&A activities and restructuring initiatives to achieve greater scale and strength. 8. Lastly, digital transformation must be vigorously pursued. This involves developing a comprehensive top-level design, implementing projects in phases, and harnessing intelligent tools like AI to drive innovation and operational excellence.
Mr. Feng noted that, thanks to the company’s forward-looking "related diversification" strategy in 2024, the group achieved solid business results amid challenges such as overcapacity, declining profit margins, and intensifying competition. Looking ahead to the new year, the engineering company must leverage its inherent strengths and solidify its competitive edge in the refining business. At the same time, it should focus on differentiation and specialization to cultivate robust capabilities in the deep-service supply chain, building a flexible team that can swiftly adapt to diverse business demands and deliver high-efficiency execution—thus seizing opportunities for transformation and laying a firmer foundation for more sustainable growth. For Nuoao Chemical, the priority is to thoroughly analyze the client-side industrial chain, exploring the feasibility of extending and expanding product lines. This will not only help reduce costs and boost efficiency but also enable the company to establish a stronger, more diversified product portfolio and adopt a more agile business model, enhancing its long-term growth prospects. Meanwhile, Qingdao Lianxin is committed to stepping up practical initiatives such as technological breakthroughs and management innovation, continuously refining and optimizing its production processes. The company will also prioritize nurturing key customer relationships, tapping into additional market resources, and elevating its operational standards and precision management practices—ultimately strengthening its overall corporate governance and competitiveness. Lastly, Sanwei Longbang is accelerating the construction progress of its isooctanoic acid project, ensuring the successful implementation of cellulose unit optimization measures and meeting both production and sales targets with excellence.
Members of the group company's board of directors, supervisory board, senior management, chief experts, chief scientists, selected executives from various subsidiaries, and mid-level managers from the group company attended the meeting.
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