Summary of 2017 Work and 2018 Work Plan: Project Management (Statistics Completed)

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Part I: Summary of Work in 2017. In 2017, under the correct leadership of the company’s management team and with the strong support of relevant departments, all employees in the Engineering Management Department worked together diligently and proactively. With a serious and meticulous work attitude, they fully implemented the key task of managing engineering construction projects effectively, thereby improving the level of project management. All such projects achieved the goals of having no accidents related to safety, quality, or environmental protection, maintaining controllable progress, and keeping costs within budget, resulting in excellent work outcomes. I. Key Indicators and Completion Status in 2017: In 2017, the Engineering Management Department was responsible for organizing and implementing 2 minor maintenance projects for fertilizer production facilities and 7 major maintenance projects for oil refining facilities; all 9 projects were completed and put into operation according to the planned timelines ； The completion acceptance work for the 5 million tons per year refinery expansion project, led by the organizing party, has been officially approved ； Positive progress has been made in coordinating the rectification of issues related to the tail ends of the three fertilizer production units as well as the handling of problems associated with their commissioning; the commissioning of these three fertilizer production units was completed successfully ； The 160,000 tons per year alkylation project is progressing in an orderly manner in accordance with the timeline targets set by the group company, and all preparatory work for the renovation of the dedicated railway line has been completed. All the engineering construction tasks assigned by the company have been completed. II. Main tasks carried out in 2017 and lessons learned
(1) Main tasks undertaken throughout the year
1. Two minor repair projects related to fertilizers were successfully completed. The Engineering Management Department for Minor Fertilizer Repair Projects was responsible for two projects: environmental protection measures for the urea production facility and treatment of flue gas emitted from Boiler No. 3. The estimated total investment for the environmental protection improvement project of the urea plant is *** ten thousand yuan. The main focus is on modifying and upgrading the four units of the urea plant – carbon dioxide dehydration, ammonia recovery from high-pressure off-gases, ammonia recovery from low-pressure off-gases, and desorption hydrolysis – to meet environmental regulations. The treatment of flue gas emitted by Boiler No. 3 is primarily achieved by replacing the burners with low-nitrogen versions and introducing flue gas recirculation, thereby reducing the nitrogen oxide emission concentration in the exhaust gas to below 80 mg/m3 and addressing the issue of excessive nitrogen oxide emissions ； At the same time, a new water seal tank has been added to address the long-standing problem of flue gas backflow corroding the chimney in the main flue. Since the low-nitrogen combustion burner used for treating the flue gases emitted by Boiler No. 3 is an imported device, its processing and manufacturing take a long time, and the procurement process is complex. The final delivery date could not meet the schedule requirements for the minor repair of the fertilizer plant; during this repair, only the water seal tank was installed. The replacement of the burner began on November 5, and the work was completed on November 20, with normal trial operation following. Due to incomplete original documentation, a short equipment ordering cycle, and tight deadlines for document submission, the environmental protection project for the urea plant at Fertilizer Plant No. 1 required the organization of 3 coordination meetings, 5 scheme discussion meetings, and 2 technical exchanges, as well as sending out 4 letters. Nevertheless, the design work was successfully completed. During the construction phase, the department proactively shifts focus forward and brings emphasis to lower levels. Strict evaluations and training were conducted for the construction units prior to commencement of work. During the project construction phase, strengthen process supervision and monitoring, with a focus on the site. A total of 10 supervision meetings and 10 joint inspections were held; over 30 issues were identified and resolved, effectively ensuring that the project was completed by June 3 as scheduled. At present, aside from occasional fluctuations in the indicators of the hydrolysis unit, the other aspects of this renovation project have achieved the desired goals. The noise problem caused by the high-pressure exhaust gas release from the urea plant was completely resolved through repeated evaluation of treatment solutions and subsequent implementation of corrective measures, thereby eliminating the disturbance to residents caused by the noise. 2. Seven projects related to the refinery overhaul have been fully completed and put into operation. Our department was responsible for 7 engineering construction projects in connection with this refinery overhaul, of which 5 were aimed at meeting environmental standards and 2 were focused on energy conservation and optimization; the total investment in these projects amounted to approximately 260 million yuan. The 5 environmental protection projects are respectively the flue gas denitration project for heavy oil catalytic cracking units, the upgrading project for refinery wastewater, the comprehensive treatment project for flue gas emissions, the flue gas treatment project for power boilers, and the tail gas treatment project for sulfur recovery units ； The two energy-saving and emission-reduction projects are the energy-saving optimization renovation project for the main equipment and the energy-saving optimization renovation project for the steam system. All 7 projects under the refinery overhaul involve partial modifications to existing operating units, which is very different from conventional new construction projects; there are overlaps between construction and production, as well as conflicts regarding safety and schedule. The construction of the project is mainly carried out by three construction units: CNPC First Construction, CNPC Seventh Construction, and Jilin Chemical Construction. The workload is heavy, the construction period is short, and there is a shortage of manpower; there are many overlapping tasks and high-risk operations, making the overall construction process very challenging. On the one hand, it is necessary to start construction in advance to ensure the project schedule, while on the other hand, it is essential to guarantee the safe operation of the equipment. Starting in March, the department took the lead in holding regular engineering construction coordination meetings every two weeks. By June, as more construction projects were underway, the frequency of these meetings increased to once a week; a total of 8 such meetings were held to comprehensively address issues at the design, procurement, and construction stages, and to coordinate the concerns of contractors, supervisors, and local parties regarding quality, safety, and progress. Entering June, all projects entered their peak construction period. The project managers in the Engineering Management Department demonstrated a \"5+2\" work ethic, working day and night, and focused all their efforts on the construction sites. They stayed at the sites constantly, keeping a close eye on progress there. The project leaders traveled back and forth to various construction sites every day, monitoring the construction progress, quality, and safety in accordance with the planned schedule, and addressing any issues that arose on site promptly, thereby ensuring the smooth advancement and implementation of the projects. Through 45 days of persistent effort and hard work, all projects were completed and put into operation on schedule during the overhaul, with good operational performance, except for the project related to the energy-saving optimization of the steam system, whose construction could not be finished within that period. After being put into operation, the flue gas denitration project for heavy oil catalytic cracking underwent one month of adjustment, optimization, and issue resolution; it addressed problems such as an excessively high CV value of the ammonia injection valve and fluctuations in the measurements of ammonia leakage. At present, the NOx emission concentration in the flue gas from the catalytic waste heat boiler has been reduced from 145 mg/Nm3 before implementation to 50 mg/Nm3, meeting the new standard requirement of less than 100 mg/Nm3 and thus achieving the desired goals. Following the implementation of the flue gas treatment project for the power boiler, the NOx emission concentration in the boiler’s flue gas has been reduced from 260 mg/Nm³ to below 50 mg/Nm³. The operating indicators exceed the design values, and the actual performance is better than expected. The refinery wastewater upgrading project is an EPC turnkey project undertaken by China Kunlun Engineering Corporation. Implementing this project is necessary to ensure that the wastewater from oil refining meets environmental standards, and it is also essential for the operation of the three fertilizer production units. The project mainly consists of two parts: the construction of a new sewage upgrading unit and the renovation of the existing sewage treatment and buffer tank areas. After the renovation, the sewage treatment capacity will be increased to 350 m³/h. Construction of the new area for the project officially began on January 8, 2017, and the project was completed on July 25, 2017. During the major overhaul of the oil refining unit, it took 15 days to replace the two-stage dissolved air flotation units, and MBBR media was partially added inside the A/O tank. After the wastewater treatment facility was put into operation, all relevant parameters met the special emission limits for water pollutants specified in the \"Emission Standards for Pollutants in the Petroleum Refining Industry\" (GB31570-2015). During operation, issues such as insufficient aeration volume in the A/O tank and poor ammonia nitrogen treatment efficiency occurred. After adding two more fans, the dissolved oxygen level in the aeration tank approached the design value, and the operation of the wastewater treatment plant gradually returned to normal. Currently, the CODcr of the discharged wastewater is less than 50 mg/l, ammonia nitrogen is less than 5 mg/l, and total nitrogen is less than 30 mg/l, meeting the discharge requirements of the new standards. The energy-saving optimization and renovation project for the main unit focuses on addressing issues such as excessively high total sulfur content in liquefied gas and a relatively low feed temperature for diesel hydrogenation. It aims to eliminate operational bottlenecks, thereby achieving the goal of energy optimization. Based on the performance after the modifications, issues such as low feed temperature for diesel fuel, high total sulfur content in liquefied gas, substandard quality of the gas product under high summer temperatures, and low processing capacity have been resolved. The key performance indicators of the plant have been further optimized, and its operational efficiency has improved ainda more. 3. The completion inspection for the 5 million tons per year oil refining project was successfully completed. The completion inspection of our company’s 5 million tons per year oil refining expansion project took place during a major maintenance period for the refinery. While focusing all efforts on managing these maintenance projects, the Project Management Department set aside time and assigned dedicated personnel to carry out the completion inspection tasks without pause. Due to the prolonged delay in the completion acceptance, the Group Company’s management specifications for completion acceptance have been updated and put into effect; thus, various summary documents prepared previously no longer meet the requirements. The Engineering Management Department assigns a dedicated person to contact and coordinate with relevant units for revisions and rectifications. Those that can be contacted require recompilation ； If it’s not possible to get in touch, make the necessary modifications and improvements on your own. To ensure the quality of the writing, the Engineering Management Department assigns dedicated personnel to review and verify the text and formatting. To complete the numerous tables in the completion report, the person in charge of departmental acceptance work went to great lengths, heading to the archives center to consult the documents submitted by the general contractor and the construction units before preparing the tables. Following the preliminary, complicated and intricate preparatory work, the completion acceptance meeting organized by the joint-stock company was officially held on September 21st and 22nd. After careful discussion, the acceptance committee concluded that the company’s 5 million tons per year oil refining project meets the requirements for project completion acceptance, and agreed to approve its completion acceptance. With this, our 5-million-ton/year oil refining facility has been put into full production and operation. 4. The trial run of the third fertilizer plant is progressing steadily. To ensure the smooth coordination of the trial run, the Engineering Management Department has assigned one supervisory leader and two professional supervisors to oversee this process specifically. Unite efforts, focus on the goals, and coordinate to solve problems throughout the process. Whether it was on Saturdays and Sundays, or during Eid al-Fitr and National Day, daily coordination meetings for project commencement were held without interruption, to ensure that all relevant parties made every effort to prepare for the trial operation and maintain smooth operations. These meetings served to urge the general contractor, construction units, and supplier companies to carry out all tasks related to the project commencement as well as to address any remaining issues, thereby ensuring the smooth progress of the trial operation at the third fertilizer plant. 5. The alkylation project is progressing in an orderly manner. As the quality standards for gasoline products in China continue to improve, implementing the alkylation project can effectively reduce the levels of olefins and aromatics in the company’s gasoline products, thereby meeting the requirements for the upgraded quality of gasoline and diesel intended for use in vehicles compliant with National Standard VIA ahead of schedule. At the same time, it increases the production of high-octane gasoline, effectively improving the company’s economic efficiency. In accordance with the relevant meeting resolutions of the group company, it is required that the alkylation project be completed and put into operation by *month* *day*, 2018, and at the latest by *month* *day*. To date, all necessary **approvals** for the preliminary stages of the project have been obtained. On October 12, the subsidiary company issued its review comments on the basic design for the alkylation section, approving the continuation of subsequent work. Procurement orders for long-cycle equipment have been fully initiated; the bidding documents for PCs and supervision services have been made available online, with the bid opening scheduled for November 30. At present, the Engineering Management Department is making every effort to accelerate the preparations for on-site civil construction, with the goal of completing the project’s civil construction work by before the Spring Festival in 2018. 6. Positive progress has been made on the comprehensive renovation project of the railway siding. To date, all the design drawings for this project have been completed; they have passed the preliminary design and drawing review by Lanzhou Railway Bureau. The bidding process for the construction and supervision companies has been finalized, and preparations are now underway to start the construction work. Given the special nature of railway projects, it is necessary to proactively communicate with the relevant authorities of the Lanzhou Railway Bureau during the project implementation process to ensure that all construction activities comply with laws and regulations ； Attention should be paid to the ordering management and control of long-cycle equipment ； Project planning management needs to be strengthened to ensure that the construction of the fertilizer plant is completed by April 30, 2018, and that all equipment is ordered. (II) Main experiences and insights from the work carried out: Over the past year, the Engineering Management Department has focused its efforts on the overall objectives and key tasks of the company, successfully completing all construction projects and achieving good results. Through the work over this year, we have come to realize deeply that only by fully leveraging and stimulating the initiative, creativity, and enthusiasm of all parties involved in the project, and with the active participation of everyone, can we ensure the achievement of our goals. 1. Solid and thorough preliminary work is the foundation for achieving all objectives. Starting from participating in technical exchanges and feasibility reviews, and up to the official approval of the project, by getting involved early and keeping track of the preliminary progress of the project, understanding the details, exercising control in advance, and ensuring quality at the source are the foundations for achieving the project’s objectives. 1. The feasibility of the project is the focus of the feasibility study and preliminary design review. Attention should be paid to the main engineering contents of the project, implementation conditions, schedule arrangement, and related cost issues. It is essential to avoid cutting back on investments just to proceed with a project, as this will make it difficult to control the number of changes and approvals required during implementation, ultimately leading to cost overruns. 2. Holding project progress meetings is an effective way to advance procurement and design. After the approval of the preliminary design, it has been standard practice to hold progress meetings focusing on the ordering of long-cycle equipment and the detailed design. Through these meetings, the deadline for submitting design data is determined, the timeline for receiving confirmations regarding equipment orders is set, and specific individuals are assigned to monitor progress, which has yielded good results. 3. Compiling the overall project deployment is the main basis for project organization and implementation. The overall project plan is formulated based on the main construction elements of the project and the delivery timelines for long-term equipment, with emphasis placed on the project’s construction objectives and control measures. In particular, analysis of the challenges associated with project construction and corresponding solutions are considered to ensure effective coordination and proper sequencing among various stages such as design, procurement, and construction. II. Effective implementation during execution is the key to achieving project control objectives. From the official commencement of construction to the handover of the project, it is a critical phase in the formation of the physical structure of the project. Being on-site and enforcing strict compliance are of paramount importance for effective control over safety, quality, schedule, and costs. 1. The main measures taken in terms of safety management. First, establish an effective safety management system to ensure the seamless integration of the HSE systems of the owner, supervisor, and construction contractor. Second, based on the characteristics of different construction projects and various construction phases, safety risk analyses and risk briefings should be carried out in advance to ensure proper prevention and control of safety risks. Third, strengthen on-site safety supervision by fully leveraging the roles of supervisors, local authorities, and other parties; through coordinated efforts and multiple measures, an effective safety oversight team should be established. Fourth, the construction contractor is the main entity responsible for construction safety; it must appoint a person in charge of safety management and allocate funds for safety measures to ensure that safety management is fully under control. Fifth, emphasize inspections and rewards and punishments. Establish a system of daily spot checks, weekly joint inspections, and monthly reviews to identify problems through inspections and eliminate potential hazards. 2. Main measures taken in quality management. First, special supervision and random inspections are carried out on the organizational structure, personnel qualifications, quality assurance systems, and quality control practices of construction and supervision units, in order to standardize their performance and ensure the effective operation of their quality assurance systems. Second, hold on-site quality meetings to promote an overall improvement in quality awareness. Third, strengthen the control of key links. Special attention should be paid to monitoring the quality of pipeline welding, pipeline pressure testing, and concealed works, with an emphasis on conducting regular inspections of the project quality through routine checks. Fourth, improve testing quality and standardize third-party testing activities. Effectively enhance the authenticity, effectiveness, and timeliness of supervision and random inspections, so as to ensure effective monitoring of the quality of installation works. Fifth, continue to carry out the “review of project quality” efforts. 3. Main measures taken in progress management. First, in accordance with the overall plan and milestone control points, a construction plan review meeting is held monthly to summarize the progress of plans for that month and arrange the plans for the following month; issues that affect key schedule milestones are assigned to specific individuals to follow up on and resolve. Second, progress is reviewed through weekly engineering coordination meetings, with a focus on analyzing the reasons for unfinished tasks and formulating improvement measures. Third, dynamic tracking management through wall-mounted charts is implemented for the aspects that affect the schedule, such as the arrival of equipment, material shortages, welding of process pipelines, remaining construction tasks, and the three inspections and four confirmations. Fourth, make rational use of available construction resources; in light of the characteristics of summer and autumn, appropriately extend the working hours to ensure that the overall project progress remains under control. 4. Main measures taken in investment management. First, strictly abide by the relevant systems for bidding management; conduct open bidding to select contractors, thereby reducing construction costs. Second, for some projects, a general contracting approach is adopted, with the scope of work and total contract price defined in order to effectively control investment. Third, strict management of on-site visas is implemented, with regular special inspections conducted to ensure that on-site visas are issued in a timely and accurate manner. III. Starting early and conducting inspections early are essential to ensure that a project is completed in compliance with laws and regulations. After the project handover, subsequent tasks such as supporting production trials, project settlement, document archiving, and production evaluations; special inspections related to fire safety, security, environmental protection, occupational health, and document acceptance; final account audits; preparation of individual summaries; and completion inspection reports are often overlooked. This is also the main factor restricting the completion inspection process; therefore, strengthening the regular management of the aforementioned tasks is crucial for completing the inspection on schedule. 1. Main problems and causes during the completion acceptance process. The first is the problems existing in the compilation and review of acceptance documents. The individual summaries were not prepared in accordance with the requirements of the standard template, resulting in incomplete content as well as inconsistent and inaccurate data. The completion acceptance report lacks systematization and comprehensiveness, being mostly a compilation of individual summaries. The relevant departments and units failed to conduct thorough reviews, and the review standards were not uniform. The second is the problems existing in special inspections. Special inspections for safety, environmental protection, etc. are not carried out in a timely manner. During the archive acceptance process, some subcontractors had incomplete documents, making archiving difficult. The main reasons for the untimely preparation and low quality of completion acceptance documents are the delayed organization by the competent authorities and their lax requirements. The units responsible for preparation and review do not pay enough attention and do not carry out their work diligently. Specific staff lack relative stability, and there are capacity gaps. At the same time, incomplete relevant procedures in the early stages of the project can prevent the completion of the subsequent special inspections. 2. How to achieve effective control over the completion acceptance process. First, establish a daily management mechanism. Integrate the completion acceptance work into the daily project management, and in accordance with the spirit of the special meeting on promoting completion acceptance held by the regional companies at the beginning of the year, focus on making breakthroughs and advance work in a categorized manner. Completely resolve issues such as operation before inspection and prolonged operation without inspection, as well as outstanding debts. Second, establish a monthly report system for completion inspection, to report on the progress of completion inspections for key projects on a monthly basis. Hold special meetings at the appropriate time to coordinate and resolve the main issues arising in the work. Third, carry out training on completion acceptance. The focus is on training the personnel within the company and those from the participating units, in order to address the issues of \"what to compile\" and \"how to compile it.\" Targeted guidance on the completion acceptance procedures is provided to project leaders, creating conditions for improving the quality of such inspections. IV. Implementing the “three-specialization” management model is an important means to improve management levels. By focusing on key issues and addressing the weak points in work, special rectification efforts are carried out following the approach of \"specialized promotion, professional management, and designated responsibility.\" Implementing professional management and assigning specific individuals to take responsibility are important means of improving the level of project management. First, assign responsible persons for specific areas such as overall planning, completion inspection, design management, safety management, planning management, regulatory compliance management, and quality management to lead the implementation of related tasks. Secondly, it involves the persons in charge of specialties such as civil engineering, installation, electrical work, and instrumentation to address the professional challenges encountered in the work. For example, the civil engineering field focuses on addressing issues such as soil grading and foundation settlement, while the installation field focuses on problems like the lifting of large-scale equipment and the construction of leak-proof pipelines. V. Establish a sense of the minimum standards for quality and safety, and organize project construction in accordance with laws and regulations. Compliance with laws and regulations is the foundation for project construction; only by firmly adhering to these legal and regulatory requirements can the quality and safety standards of projects be ensured. The Project Management Department always approaches project construction with a commitment to compliance with laws and regulations. Ensure that engineering construction projects comply with ** and local laws and regulations, as well as the relevant management requirements of the group and its subsidiary companies ； It meets the requirements of **/industry standard specifications. Adhering to the principle that progress can be accelerated without crossing critical limits, great emphasis is placed on the management of project approval procedures and the \"three simultaneities\" requirement; dedicated personnel are assigned to handle the acquisition of the necessary permits and ensure compliance with the three simultaneities principles. Close attention is paid to the follow-up tasks related to fire safety inspections and the issuance of registration certificates for special equipment, to ensure that these processes are completed from start to finish. 3. Major issues in work in 2017 and recommendations: First, the project management capabilities of the department’s staff still need further improvement. This year, the project leaders for several projects were temporarily seconded from other organizations; it was their first time taking charge of projects. From the start to the end of these projects, they showed shortcomings such as lack of experience, insufficient professional knowledge, and unfamiliarity with the relevant procedures. Their professional skills, ability to coordinate and manage tasks, as well as their capacity to communicate and solve problems still need further improvement and development. Second, the role of the supervision unit remains underutilized. The supervision unit played a fairly effective role in the early stages of the project, carrying out oversight functions, but it became less diligent and its performance declined during the project completion phase and the rectification process related to the \"three inspections and four determinations\". The next step is to give full play to the role of supervisors; it is necessary to manage and make good use of them, rely on them to oversee the project properly, and establish a complete set of rules and regulations as well as reward and punishment mechanisms for supervising them. Third, some projects were not thoroughly planned in the initial stage, which increased the difficulties during the subsequent design and construction processes. Currently, most projects have very little time allocated for design and engineering implementation, which has an adverse effect on design quality and construction safety management ； The preliminary work for some projects was not thorough enough, which required going through the feasibility study process again during the preliminary design stage. It is necessary to strengthen the control over the depth of preliminary work for projects. It is recommended to establish a pool of experts for reviewing project feasibility studies and preliminary designs, to clarify the responsibilities of those conducting the reviews, to ensure that these reviews are effective, and thus to reduce repetitions and complications during the project implementation process. Fourth, there are risks in investment control during the implementation of the quantity-based pricing schedule. The group company has begun to gradually adopt the bill of quantities pricing method, but due to the tight timelines for most projects, it is difficult to ensure the accuracy of the bill of quantities at the preliminary design stage, which increases the challenges in investment control. At present, the railway dedicated line renovation project is in the construction drawing stage, with relatively low settlement pressure. Fifth, the document distribution control process is not yet smooth. After the project design documents were distributed to the secondary units, they were not further forwarded, preventing the technical staff at the grassroots level from becoming familiar with the specific details of the project modifications in a timely manner. Document control involves more transmission to higher-level authorities and less transmission to lower-level ones; often, once the design documents are sent to the managers, the distribution stops, and the technical staff cannot access them. Some projects have already reached the implementation stage, but the relevant technical personnel have not yet seen the design documents. It is necessary to establish specific, detailed, and highly actionable document control procedures to ensure smooth flow of documents. Sixth, the communication management systems and coordination mechanisms during project implementation still need to be further improved. At every stage of the project implementation, if one encounters problems that they are unable to resolve on their own, they should not keep them to themselves but report them promptly in order to explore additional solutions. When telephone and verbal communication yield little results, it is necessary to make full use of written communication methods such as liaison forms and official letters, paying attention to keeping records of communication and coordination throughout the project implementation process. Seventh, the personnel from relevant departments within the company who participate in the project are not fixed, and their level of involvement is insufficient. The personnel from relevant departments within the company who are involved in the project change frequently, which leads to inconsistencies in the understanding of the project. During the project handover and completion phases, various departments raise issues arbitrarily, and there is even a tendency to take advantage of others. The issues raised at the same time were not approved, and some organizations imposed different requirements on different individuals regarding the same issue, which led to a significant increase in design changes and approvals, increased difficulties in project implementation, and made it hard to control the investment plan. Eighth, an unreasonable personnel structure hinders the efficient progress of projects as well as the level of management and control. In recent years, due to the **high emphasis placed by the group company on safety, environmental protection, energy conservation, and cost reduction, there have been many engineering projects. The current staff structure of the department is unreasonable, with a high proportion of older employees and few with relevant professional qualifications. Our company’s engineering projects are managed by the Engineering Management Department at every stage, from preliminary design to completion and acceptance. Currently, the number of positions and staff allocated by the company does not match the actual workload, which hinders the efficient progress of projects and the improvement of management standards. Part II: Work Plan for 2018 1. Guiding Principles for Work in 2018 The guiding principle for the work of the Engineering Management Department in 2018 is to focus closely on the company’s core tasks and serve the overall interests, acting as a competent \"project manager\" and ensuring proper management of project activities ； Complete major engineering projects such as the 160,000 tons per year alkylation facility and the renovation of the railway dedicated line to high standards and with high quality, strive to achieve effective control over safety, quality, investment, and schedule, comprehensively improve the management level of the department’s engineering projects, and contribute to the company’s achievement of new development and success in the new era. 2. Main work objectives for 2018: (I) The 160,000 tons per year alkylation project is to be completed and put into operation on *September **, 2018. (II) The railway dedicated line renovation project was completed on June 30, 2018. (III) The completion acceptance work for the three fertilizer projects is progressing in an orderly manner. (IV) Tasks assigned by the company have been completed for projects such as VOCs control and vehicle urea. (5) The completion rate of completion acceptance for projects that have been built and put into operation is 100%. (VI) The completion rate of the investment plan is 100%. (7) The pass rate for the initial quality inspection of project construction is 100%. (8) The number of safety and environmental incidents is zero. 3. Work to be carried out to achieve the goals: (1) Ensure that the two key projects, namely the 160,000 tons per year alkylation facility and the renovation of the dedicated railway line, are completed and put into operation on schedule. The 160,000 tons per year alkylation project is a major initiative aimed at upgrading the quality of automotive gasoline and diesel to meet the requirements of National Standard VIA, increasing the production of high-octane gasoline and enhancing the company’s economic performance. The group company attaches great importance to holding coordination meetings on a monthly basis to review progress reports and address existing issues. In line with the spirit of the group company’s meeting, the project is required to be completed and put into operation by *month* *day*, 2018, at the latest. The railway spur line renovation project is crucial for the testing of fertilizer production processes and for ensuring smooth transportation of urea products; it is to be completed and put into use by June 30. These two projects involve tight deadlines, heavy tasks, and high levels of difficulty. The Engineering Management Department will overcome difficulties head-on, vigorously promote the petroleum spirit of \"three olds and four stricts\" as well as hard work and dedication, and ensure that all tasks are carried out thoroughly and meticulously, so as to guarantee that the projects are completed on schedule and put into operation. (II) Overcome difficulties and make key breakthroughs, fully complete all final preparations prior to the feeding of materials into the three fertilizer production units; pay close attention to and proactively coordinate the resolution of various issues that arise during the commissioning process; take early action to arrange for the completion inspections of these three fertilizer production units to be carried out in an orderly manner as soon as possible. In accordance with the company’s overall plan, Sanhua Fertilizer will commence trial operations with material feeding in April next year. Our department will focus on the commissioning of the three fertilizer plants and carry out the following tasks: First, prior to starting up the plants with feedstock, we will thoroughly complete all remaining construction tasks to ensure that intermediate handovers are carried out for all units before the start-up, and that all issues that could affect the start-up are properly resolved. We will also provide full support for individual unit tests, joint tests, pipeline purging, and airtightness checks. Second, it is necessary to proactively follow up and closely monitor the commissioning process, coordinate with the project participants and equipment suppliers, and focus on resolving various issues that arise during commissioning to ensure that the commissioning work is carried out efficiently and reliably. Third, make advance arrangements and take early action to ensure the completion of the acceptance procedures for the three fertilizer projects, so that these projects can be finalized as soon as possible. (III) Focus on strengthening the “four controls” management to continuously improve the level of project management. In the new year, our department will strictly adhere to relevant requirements such as laws and regulations, standards, norms, and management systems, following the working principles of \"safety first, quality foremost, controllable progress, and budget compliance.\" Based on the characteristics of the projects and the structure of the department’s staff, a pilot implementation of a work model led by project managers, driven by project teams, and featuring \"three specialized\" functions is adopted. Each project is assigned a project manager, a project team is established, and relevant professionals are deployed to create a working framework characterized by leadership oversight, responsibility assigned to supervisors, division of tasks for collaboration, and mutual coordination. At the same time, great emphasis is placed on investment control; by strictly managing project changes and approvals, it is possible to reduce construction costs and shorten the construction period, thereby maximizing investment efficiency. (IV) Further strengthen the lawful and compliant management of projects. First and foremost, it is necessary to strengthen design management in order to create the prerequisites for the lawful and compliant construction of projects; the governance measures outlined in various relevant evaluation reports, along with the approval opinions from **the relevant departments, should be fully incorporated into the design documents in a timely manner. Secondly, strict approval processes for construction commencement must be implemented to prevent the occurrence of situations where construction starts without approval or where work proceeds before permits are obtained. Re-verify the material feeding conditions strictly to prevent feeding without inspection. No commissioning trial run is allowed for any project whose fire safety inspection has not been completed. Finally, focus on strengthening the completion acceptance work for projects that have already been put into operation, in order to prevent situations where projects remain unverified despite having been in use for a long time. (5) Focus on strengthening on-site construction management. Firmly grasp the key aspect of construction site management, focus efforts on the site itself, shift attention forward to ensure safety, and carry out construction site management in a thorough and multi-faceted manner, with strict standards and practical approaches. Firmly establish the project site management philosophy that \"the construction schedule must yield to quality, technology ensures safety, and management must be scientific.\" Starting from all aspects of the construction phase, meticulous management is implemented comprehensively to continuously improve the level of on-site construction management. Further deepen the professional management and targeted promotion approaches, and explore the establishment of safety and quality management teams to extend oversight of safety and quality control to every aspect of the construction site, ensuring that work is carried out in an orderly, safe, standardized, and clean manner. A comprehensive system for classifying and documenting contractors shall be implemented, with each contractor’s professional qualifications and construction performance recorded and managed in a categorized manner, so as to identify their respective strengths and weaknesses and provide a basis for future project construction and construction management. (VI) Continuously improve planning and design management capabilities to lay a foundation for the efficient and smooth progress of projects. Design management is the cornerstone of project management in engineering construction, and design quality is an important factor determining both the quality of the project and its cost. Continue to implement the system where the head of the preliminary review team is held accountable, requiring thorough and meticulous reviews to avoid ad-hoc decisions. Comprehensively improve the quality of reviews to identify issues and potential risks in advance. Improve design management levels in terms of design depth and quality control, design schedule management, and review of design changes. In terms of plan management, it is necessary to break away from the previous mindset and conventional approach that focused solely on project progress, and to attach great importance to the crucial role of plan management in project execution. By focusing on aspects such as plan formulation, monitoring, and adjustment, efforts should be made to explore ways and methods to improve the level of plan management, thereby fully leveraging its role in facilitating the progress of projects. (7) Further improve and establish management systems related to project construction. Addressing issues such as inadequate preliminary design, lax and inaccurate review of technical agreements, inconsistent work standards, insufficient depth in work, perfunctory approaches, and shirking of responsibilities. In particular, due to issues such as unclear, unspecific, and non-operational relevant management systems within the company, efforts were made to re-examine, clarify, specify, and improve the systems related to the responsibilities of various departments. Study and formulate a responsibility system for basic design reviews and detailed implementation rules for the procurement management of materials supplied by the owner. (VIII) Steadily improve the overall management level to effectively enhance the department’s positive image. To address the weaknesses of the department in areas such as the promotion of engineering construction projects, document control, and contractor safety management, an initiative titled \"Strengthening Internal Capabilities and Enhancing External Image\" has been launched. Make good use of the existing human resources and further adjust and optimize the allocation of responsibilities, so that every task has a designated leader, a specific person responsible for its execution, and follow-up to assess its outcomes, thereby enhancing the department’s positive image both within the company and among various contractors. (IX) Implement information technology in projects to improve project management capabilities. Based on the actual circumstances of project management in recent years, since project management involves the participation of various parties such as the project owner, design firm, construction contractor, and supervision agency, it is necessary to handle and coordinate various aspects including project safety, quality, schedule, materials, costs, as well as **relevant approvals. In particular, there are many specialties involved in the implementation process; therefore, relying solely on traditional management makes it difficult to achieve the desired project objectives. Currently, the level of information management directly determines the level of project management. In project management, scientific methods such as computer technology, network technology, and databases are utilized to collect, store, process, and analyze information, thereby supporting decision-making. In order to improve management levels, reduce management costs, and enhance management efficiency. 2018 was a crucial year for the company to achieve steady and harmonious development. The Engineering Management Department is responsible for the construction of key projects such as the 160,000 tons per year alkylation facility and the renovation of railway dedicated lines; at the same time, it faces heavy workload and significant challenges in the commissioning and acceptance of the three fertilizer plants. The Engineering Management Department will continue to pursue innovation and take on responsibilities, striving to fulfill all the task targets set by the company with high quality, so as to make due contributions to the company’s achievement of new development and new successes in the new era.