The SUNWAY Chemical Group Engineering Company Holds its 2025 Work Symposium
Release date:
2025-01-07
On December 27, 2024, the engineering company held its 2025 Work Symposium in Qingdao Huangdao. Looking back on the work of 2024, this meeting aims to provide insights and actionable initiatives to drive high-quality development for the engineering company in 2025. Qu Siqiu, Party Secretary and Chairman of the Group Corporation, along with Feng Yiyuan, President of the Group Corporation, attended the meeting and delivered important speeches. Hao Wenliang, Vice President of the Group Corporation and General Manager of the Engineering Company, chaired the session. Attendees discussed their respective job responsibilities and shared their thoughts on daily operations, focusing on the broader strategic vision and overall development of the engineering company. They thoroughly identified existing challenges and shortcomings, while also proposing practical improvement measures and valuable recommendations.
Qu Dong mentioned that 2024 marks the first full year of official operations since the group company was established. Over the past two decades, the company has steadily grown—from the Shenglian Design Institute to its current position—and its primary core competitiveness lies in its talent pool, followed closely by cutting-edge technology and, last but not least, its strong market presence. Thanks to seizing key opportunities, the company successfully went public, seamlessly launching its first growth curve. Today, for the engineering company to thrive amid fierce competition, it’s crucial for everyone to clearly recognize that, externally, the engineering company stands as the face of the Three-Dimensional Chemical Group in engineering design and construction—it is the very foundation of the group and serves as its vital technological link. Looking ahead, the engineering company must prioritize the following key areas: 1. Effectively manage and allocate human resources across the board. 2. Promote decentralization within the company while meticulously coordinating and prioritizing critical projects. For these flagship initiatives, establish dedicated project teams led by experienced specialists. 3. Foster a spirit of unity and collaboration across all levels of the organization. Younger team members should embrace their energetic enthusiasm, while seasoned colleagues are encouraged to fully leverage their expertise—strengthening execution capabilities in the process. 4. Accelerate digital transformation, striking a balance between embracing innovation and letting go of outdated practices, while continuously enhancing cybersecurity measures. 5. Clearly define the roles and responsibilities of the Technology Department and the Expert Committee, ensuring a harmonious relationship between the two. 6. Encourage managers and technicians alike to continually enhance their skills and competencies, while the Human Resources Department should develop a robust talent evaluation system.
Mr. Feng emphasized that, in today’s dynamic environment, companies need to rely on the certainty of their own capabilities to navigate uncertainty. For engineering firms, securing well-deserved orders and delivering existing projects successfully are undoubtedly the cornerstones for achieving self-transformation and solidifying the foundation of sustainable growth. The Group Company’s robust core business has provided engineering firms with a valuable window of opportunity to embrace change. Now is the time for engineering companies to seize this chance, expand into new areas, and actively identify, recruit, and nurture more "slash youth"—individuals who possess both innovative thinking and (cross-industry) expertise. By adopting agile management practices, these firms can build a flexible, high-performing team capable of seamlessly addressing diverse business needs while maintaining exceptional execution efficiency. Moreover, they should further explore the potential for extending their value chain upward by integrating advanced technologies. At the same time, engineering firms must sharpen their risk awareness, evolve into management-oriented organizations, strengthen their operational foundations, and elevate overall business performance. To do so, they should establish a comprehensive system of metrics, accountability frameworks, and evaluation mechanisms centered on quality and profitability. This will enable them to forge distinct competitive advantages in critical areas such as cost management, safety assurance, and quality control, ultimately enhancing their ability to operate compliantly and manage resources efficiently and responsibly.
Mr. Hao, starting from six key areas—human resource development at the engineering company, research and innovation, market expansion, project implementation, digital transformation, and risk management—conducted a multi-faceted and detailed analysis of each aspect. He pinpointed the actual issues at hand and provided specific requirements and recommendations for making meaningful improvements.
Sun Bo, Vice Chairman of the Group Corporation; Sun Zhenguang, Chief Expert of the Group Corporation; Liu Jian, Chief Scientist of the Group Corporation; and leaders from the Group Corporation’s Expert Committee attended the meeting. Senior management and above-level personnel from the Engineering Company, as well as deputy chief engineers at the company or department level, project managers, and other relevant staff also participated in the meeting.
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