The engineering company holds its 2025 Work Conference and Employee Assembly.

On February 27, 2025, the engineering company held its 2025 Work Conference and Employee Assembly. Leaders from the Group Corporation, along with all employees of the engineering company, attended the meeting. During the event, Qu Siquiu, Party Secretary and Chairman of the Group Corporation, delivered an important speech titled "Seize Opportunities to Achieve Innovation and Breakthroughs, and Drive the Development of Three-Dimensional Engineering." Meanwhile, Feng Yiyuan, President of the Group Corporation, outlined key expectations for the engineering company's growth. Liu Jian, Chief Scientist of the Group Corporation, shared his insights, and Hao Wenliang, General Manager of the engineering company, presented the "2025 General Manager's Work Report." The conference reviewed the achievements and lessons learned from the past year, clearly defined the goals and direction for the coming year, and further united the collective strength of all employees as they embark on a new journey of corporate development together.

Qu Dong pointed out that in 2024, the engineering company steadily advanced amid transformation and growth. This year marked the establishment of the group company, which officially began its management and operational control. After a year of team-building efforts, the new leadership team has achieved stability, while technological innovation has been steadily advancing. Meanwhile, production and operations remained stable, with notable success in safety and quality control. The company successfully hosted a series of events celebrating its 20th anniversary, significantly boosting morale and fostering deeper integration and collaboration among its subsidiaries. Additionally, a new three-year development plan was unveiled, providing a clear roadmap for the company’s future growth. The company also strengthened its financial management by implementing centralized financial oversight and comprehensive budgeting practices, effectively enhancing its risk-management capabilities. Moreover, the Lu Oil & Lu Refining project received approval and is now set to move forward, offering robust support for the company’s growth over the next two years. Meanwhile, the HuaJin project continues to progress smoothly, further showcasing the company’s strong general contracting expertise. On the market front, the company actively seized opportunities to advance coal-to-chemical projects in an orderly manner, leading to meaningful breakthroughs in expanding its business footprint. Throughout the year, all relevant qualification audits were successfully completed, and substantial investments in digitalization have laid a solid foundation for the company’s operations. Meanwhile, the company established a Fujian branch, extending its business presence into the Fujian region. Meanwhile, fresh ideas and innovative approaches from younger leaders in management continue to drive the company toward high-quality, sustainable development.

Looking ahead to 2025, in an era marked by profound transformation, the global shifts triggered by the U.S. election—and the rapid advancement of AI technology—are both profoundly impacting the chemical industry. Engineering companies must keep pace with these changes and embrace proactive transformation if they hope to stand out in an increasingly competitive landscape.

Qu Dong urged the engineering company to take "Lean, Opportunity, Digital Intelligence, and Struggle" as its key principles, and to excel in the following areas:

I. The engineering company should better leverage its roles as the group company’s technical advisor, constructor, and project management service provider, offering technical support, management services, and investment control recommendations for the group’s projects. It must also serve as a vital bridge and link for integrating the group’s internal industrial chain, effectively coordinating upstream and downstream operations, expanding the industrial network, fostering deep resource integration, maximizing the group company’s profitability, and proactively mitigating various risks.

II. Reform and innovation must achieve new breakthroughs. We will deepen the reform of the personnel and compensation system, innovate the performance evaluation mechanism, and leverage the Lu Oil & Lu Refining project as a catalyst to inspire enthusiasm across the organization. At the same time, we will strengthen business and technical management while ensuring strict compliance with listed company regulations.

3. On the premise of firmly upholding the safety and quality baseline, enhance operational efficiency. Employing a meticulous mindset to reduce costs, improve internal management effectiveness, and transform each department and project team into profit centers.

4. Build a Second Growth Curve. Strengthen research collaboration around the comprehensive utilization of sulfur resources, actively cultivate markets, explore acquiring chemical engineering teams, and innovate both profit-generation and management models.

5. Keep pace with digital transformation. Advance digital delivery and the construction of digital twin factories; draw on the industry’s digitalization experience in the construction sector, and recruit top-tier talent in related fields; embrace the concept that data is an asset, leveraging it to deliver value-added services.

6. Firmly maintain confidence in development and strengthen corporate culture building. Stay confident in our growth prospects, seize policy opportunities to actively explore new industries, enhance care for employees, and cultivate a culture of dedication, innovation, and altruism—while upholding a long-term mindset.

Mr. Feng praised the engineering company for its achievements over the past year and outlined new expectations and goals for its growth in the coming year. He emphasized that 2025 will bring both significant challenges and promising opportunities: while economic growth is expected to slow, the energy sector is undergoing a major transformation, and demand for oil as well as investments in basic chemical industries are cooling down, technological innovation and the global shift of refining and petrochemical hubs toward the East are creating fresh avenues for advancement. To stay ahead, the company must proactively embrace change by strengthening its core business operations. Leveraging the synergy between industrial manufacturing and engineering services, it should accelerate project development and ensure robust business performance. At the same time, meticulous attention must be paid to maintaining high-quality project delivery while keeping costs under tight control. On the other hand, the company is encouraged to boldly explore new paths of transformation by ramping up investments in cutting-edge technologies, enhancing operational efficiency, and evolving from mere project executors into strategic enablers. This shift will enable the company to expand into promising overseas markets and venture into emerging sectors such as energy conservation, environmental protection, and smart infrastructure development. Equally important, the company must prioritize innovation—moving beyond traditional delivery models to provide end-to-end value-creation solutions—and build a dynamic, forward-thinking innovation team. Culturally, fostering an open and inclusive environment will fuel sustainable growth, while reinforcing comprehensive compliance frameworks and risk-management systems will safeguard the organization’s long-term success. In 2025, challenges and opportunities coexist. With determination and collaboration, the engineering company’s dedicated employees are poised to seize these moments, working together to unlock new heights of excellence and write a brighter chapter for the future.

Liu Jian, Chief Scientist of the Group Company, shared his insights from work and his views on the current economic situation, encouraging employees to choose the right path, maintain the persistent determination to "dripping water wears through stone," embrace a positive and uplifting attitude, and keep striving relentlessly.

In his general manager's work report, President Hao, drawing on the 2024 Engineering Company Work Target Responsibility Letter, provided a detailed summary and analysis of all aspects of production and operations. He highlighted both the achievements and areas for improvement, while also outlining specific plans for all key tasks in 2025. President Hao then read out the 2025 Work Target Responsibility Letter for the Engineering Company, urging the team to proactively embrace challenges, seize opportunities, and strive for new breakthroughs in the coming year.

During the meeting, the "2025 Work Target Responsibility Agreement" was also signed, and outstanding teams and individuals who excelled in their work during 2024 were recognized and awarded.