Shenglong Co., Ltd. held its 2025 Annual Work Conference.

On the morning of January 17, Shenglong Co., Ltd. held its 2025 work conference. Chen Zengren, Deputy Secretary of the Party Committee and General Manager of Guosheng Group, attended the meeting to provide guidance and deliver a speech. Lu Youxia, Secretary of the Party Committee and Chairwoman of Shenglong Co., Ltd., delivered a speech titled “Brace for Battle, Forge Ahead Through Challenges, Stand Ready to March Onward.” Yan Jun, Deputy Secretary of the Party Committee and General Manager, presented the 2025 work report entitled “Press On with Courage and Determination, Carry Forward Past Glories, Pursue Ambitious Goals, and Paint a Bright Future.” The meeting was chaired by Wang Erjun, Member of the Party Committee and Secretary of the Commission for Discipline Inspection. Members of Shenglong Co., Ltd.’s leadership team, senior managers and above from the headquarters, members of the leadership teams of second-level subsidiaries, and award-winning representatives from companies at all levels attended the conference.

Yan Jun, Deputy Secretary of the Party Committee and General Manager, delivered a report.

In the 2025 work report, Yan Jun summarized Shenglong Shares’ achievements in 2024 across seven key areas: grounding itself in Party building and deeply cultivating quality enhancement, thereby laying a solid foundation for Shenglong’s development; staying firmly rooted in its public listing and meticulously refining standardized governance, thus establishing the wings for Shenglong’s soaring growth; rallying all employees to forge ahead and concentrating efforts on tackling challenging projects, thereby embodying Shenglong’s indomitable spirit; building an attractive environment to attract top talent and optimizing talent development, thereby igniting the source of Shenglong’s vitality; driving scientific research and innovation, exploring innovative applications, and creating a powerful engine for Shenglong’s progress; pursuing technological breakthroughs with a focus on improving efficiency and reducing costs, thereby forging a path to Shenglong’s industry leadership; and prioritizing safety, strengthening safety management, and consolidating the cornerstone of Shenglong’s stability.

The report analyzes and assesses the current issues in Shenglong’s development, and clarifies the goals for 2025 to “Three Guarantees, Three Connections, Three Possessions” The ongoing approach to building “Colorful Shenglong” is: with “Ensure revenue, ensure profits, and ensure an IPO” With this goal in mind, we will solidify the company’s operational foundation; guided by the principles of “resource sharing, industrial synergy, and integrated governance,” we will map out a long-term development strategy for the company’s industries; with… “Standards have been raised, management has shown notable strengths, and research has yielded tangible results.” To uphold this vision and provide the company with a powerful driving force for growth, we have refined specific measures across seven key areas: guided by “red” principles, we will strengthen the foundations of Party building, fortify our battle-ready strongholds, and ensure that “Happy Shenglong” remains firmly at the forefront; driven by a commitment to “standing firm,” we will meticulously refine our IPO process and advance standardized governance, giving “Beautiful Shenglong” greater confidence; adopting a pragmatic approach, we will delve deeply into project management, implement strategies to boost reserves and reduce carbon emissions, and enable “Brilliant Shenglong” to maintain a distinct competitive edge; embracing the philosophy of “gathering,” we will optimize talent development and attract top talent from all corners, unlocking the full potential of “Vibrant Shenglong”; pursuing “progress,” we will focus on scientific research and innovation, exploring cutting-edge applications, and infusing “Smart Shenglong” with renewed dynamism; employing a “new” strategic approach, we will expand our business horizons and enhance service efficiency, lending “Brand Shenglong” even greater momentum; and implementing stringent measures, we will reinforce safety management, safeguard the bottom line, and ensure that “Safe Shenglong” provides unwavering protection.

At the meeting, Zhang Baomin reported on “The 2024 Performance of Each Company Against Its Responsibility Targets and the 2025 Plan for These Targets,” and set forth requirements for achieving the 2025 objectives.

Wang Erjun read out the “Decision on Commending Advanced Units and Outstanding Individuals for 2024” and the “Decision on Commending Innovative Projects for 2024.”

At the conference, awards were presented to outstanding collectives—including advanced units, safety‑advanced units, safety‑advanced workshops (departments), recipients of the Outstanding Contribution Award for Administrative Procedures, and the Project Construction Vanguard Award—as well as to exemplary individuals such as those recognized for diligence and dedication, safety excellence, and outstanding young employees.

Award Ceremony

Lu Youxia conducted an in-depth analysis of the issues facing Shenglong Shares’ development and, in outlining plans for the “15th Five-Year Plan” period and for 2025, emphasized that, as we strive to conclude the “14th Five-Year Plan,” we must avoid losing momentum. She offered six key points, encapsulated in the sentiment: “Though the dream may seem distant, let us move forward into the future with one heart; though the road may be long, let us embark on a new journey right where we stand.”

First, act with well-considered planning and take the helm of development to set sail on a new course. We must keep our strategic vision firmly in mind, making the articulation of a clear development strategy our top priority. Upholding the three core strategies of the 15th Five-Year Plan—resource prioritization, innovation-driven growth, and cost leadership—we will harness new‑type productive forces to power and strengthen high‑quality development. At the same time, we must proceed with steady, decisive steps, aligning with the annual target responsibility agreement, focusing on production and operational metrics as well as key project construction. Grounded in pragmatism, driven by action, and guided by results, we will integrate timeliness, effectiveness, and appropriateness to ensure the successful completion of annual objectives and the orderly advancement of all projects.

Second, by blowing away the sand of chaos, it is leveraging the tailwind of an IPO to usher in a transformative metamorphosis. It is essential to remain keenly aware of opportunities—“to seize the momentum”—and, taking the push toward an IPO as a chance, to clarify the underlying logic of all business lines, streamline processes, identify shortcomings, and resolve outstanding issues. This will ensure strict compliance in corporate operations, advance preparatory work for the listing in a comprehensive and systematic manner, create favorable conditions for climbing the “ladder” to an IPO, and secure a decisive victory at the critical juncture of the application review. At the same time, we must conduct in-depth, meticulous industry research and carefully map out a roadmap for sustained growth following the listing.

Third, we will cultivate excellence with meticulous dedication, forging core competencies and strengthening our capabilities. The rapid growth of our enterprise has set new demands on all aspects of our work. We must place high-quality development at the core, focus on “refined and meticulous management,” and carry forward the spirit of the “Three Enhancements and Four Innovations” initiative. Our efforts will center on benchmarking and quality improvement, project management, and the establishment of an internal control system. Leveraging targeted campaigns such as “Building an Internal Control System,” “Benchmarking for Quality Enhancement,” and “Reducing Costs and Boosting Efficiency,” we will follow the guiding principle of “enhancing capabilities, strengthening internal competencies, and honing core skills.” By ensuring end-to-end process alignment, refining our systems, and rigorously attending to every detail, we will guarantee the orderly advancement of all tasks and the high‑quality achievement of our objectives.

Fourth, we are stepping up efforts to enhance quality, erecting a “monument” for our brand and amplifying our competitive advantages. We must make greater efforts in industrial development, digital and intelligent transformation, science-and‑technology‑driven innovation, and performance enhancement; build up sub‑brands across various sectors; and establish Shenglong as a strong, overarching brand, thereby achieving the goal of “building businesses on products, invigorating operations through digital intelligence, fostering entrepreneurship via research, and driving prosperity with talent.” In terms of extending industrial chains and addressing weak links, we should introduce effective measures, maintain proven strategies, and unveil innovative approaches; in developing an ESG framework, we must align with policies and set standards to boost the “green content” and “innovation content” of our growth; we should optimize mechanisms, innovate technologically, enhance management efficiency, prioritize research, and improve talent cultivation, thus making greater contributions to technological innovation, the commercialization of research outcomes, and project support; and by attracting top talent and building platforms, we must implement the principles of “high‑level recruitment, capability enhancement, and specialized expertise” within our talent‑development system, promoting coordinated progress.

Fifth, rigorously manage risks and build a robust safety “dam” to safeguard our long-term journey. Continuing to take “the year of addressing the root causes of safety and environmental management” as the overarching theme, we will carry out “traceability” initiatives in a down-to-earth manner, steadily implement the “two guarantees,” and firmly safeguard the safety “bottom line.” We will persist in purifying the “two ecosystems,” uphold both diligence and integrity, and ensure that Party members and cadres do not cross the integrity “red line.” Furthermore, we will continuously strengthen awareness of financial security, ensure sound financial management practices, rigorously enforce the “631” debt-repayment mechanism, guarantee timely principal and interest repayments, and robustly fortify the financial “defense line.”

Sixth, we will unite as one and pool our strengths, kindling the red “flame of inspiration” to write a new chapter. Always integrate the principle of upholding political integrity throughout all aspects of our work, comprehensively strengthen Party-building safeguards, and emphasize “two safeguards,” “ideological guidance,” “consolidating foundations and strengthening roots,” “rectifying conduct,” and “combating corruption and promoting integrity.” We firmly hold onto the “Five-Star” branch honor, master the meticulous “Five” Party-building methodology and the “Xinping Qihé” publicity approach, deeply integrate Party building with business operations, and fuse Party-building culture with corporate culture. We will further develop distinctive Party-building brands to ensure that Party building consistently advances in the right direction, thereby providing robust organizational support for Shenglong Shares’ high-quality development.

Speech by Chen Zengren, Deputy Secretary of the Party Committee and General Manager of Guosheng Group

In his concluding remarks, Chen Zengren fully commended Shenglong Shares’ achievements and the team’s spirit in 2024, noting that 2024 was a year in which Shenglong Shares took decisive and vigorous steps toward the capital markets and its goal of an IPO—achievements that were hard-earned. With regard to how to advance Shenglong Shares’ next phase of work, Chen Zengren, drawing on Guosheng Group’s overall plans and arrangements, underscored four key points. First, we must set our sights high and sprint with all our might toward the pinnacle of an IPO. Further align thinking and unite efforts, benchmark against the stringent requirements of the listing process, conduct comprehensive gap‑filling and improvement, and ensure that every task and every step is executed with precision and on schedule, thereby opening the door to the capital markets in the most polished manner. At the same time, leveraging the momentum of the listing, we will proactively plan for future initiatives, fully capitalize on the opportunities it brings, deeply integrate resources, and refine our governance framework, striving to scale new heights of higher‑quality, more impactful development. Second, we must seize the momentum and pursue a path of green, smart, and innovative development. By firmly grasping the “innovation tool,” we will continue to cultivate and refine our efforts, making innovation our ultimate trump card. Guided by the principles of advancing with the new and achieving long-term success through quality, we will leverage technological innovation, digital intelligence empowerment, and green transformation to accelerate industrial upgrading, continuously enhance production efficiency and added value, and turn the vision of new‑type productive forces into a robust driving force for development. In doing so, we will gradually forge a distinctive path of green, intelligent, and innovative development that bears the unique hallmark of Shenglong. Third, we must act without delay and consolidate our development momentum through project-driven breakthroughs. With a sense of urgency to make the most of every minute and a strong sense of mission to take responsibility, we are working backward from the deadline and implementing project management by visualizing progress. We are fully embodying Shenglong Shares’ corporate spirit of “self-confidence and self-improvement, pragmatism and steadfast action, pursuit of excellence, and success through diligent execution,” thereby pressing the “fast-forward” button once again to accelerate project advancement. By precisely focusing on ensuring key resources and removing obstacles, we are enabling each project to unlock economic benefits at an early stage. With the “progress” of our projects underpinning the company’s “stability,” we are building strong momentum for high-quality development. Fourth, we must firmly uphold the red lines and use a foundation of safety to safeguard the path of development. We must deeply recognize the paramount importance of ensuring workplace safety, align our thinking and actions with the decisions and arrangements of the CPC Central Committee and the provincial and municipal Party committees, and, with a sense of responsibility that keeps us constantly vigilant, rigorously implement and meticulously refine all safety‑prevention measures. This will ensure that the workplace safety situation remains stable, firmly uphold the red line of workplace safety, safeguard the life‑and‑death threshold that determines an enterprise’s fate, and protect the fundamental principle of respecting and cherishing human life and dignity.

Regarding the implementation of the spirit of the meeting, Wang Erjun put forward three requirements. First, Thoroughly review and deeply study and grasp the key points of the leader’s address, integrating its spirit and work requirements into daily work plans and translating them into concrete actions. Second, Confronting existing operational shortcomings and future challenges, we will broaden our perspectives, implement corrective measures and optimizations, unlock our intrinsic potential, and effectively enhance our business competitiveness and the quality of our development. Third is The core messages of the meeting were communicated to all employees, boosting morale and rallying team spirit, as we forge ahead to achieve the company’s ambitious strategic goals for 2025. (Text: Wang Dan; Photos: Meng Ziyue)