Zhejiang Engineering Design Co., Ltd. is committed to providing clients with distinctive value-added services.
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AboutZhejiang Engineering Design Co., Ltd. (abbreviated as ZEDC in English) was established in 1958, originally known as the Design Department of Quzhou Chemical Plant.
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BlogZhejiang Engineering Design Co., Ltd. (abbreviated as ZEDC in English) was established in 1958, originally known as the Design Department of Quzhou Chemical Plant.
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ResearchThe “ZEDC Chemical Engineering Design Innovation Base” of Zhejiang University is a industry–university–research collaboration institution established through a donation from Zhejiang Engineering Design Co., Ltd. to the Zhejiang University Education Foundation.
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Zhou Liyang, General Manager of Juhua Group, led a team to conduct a research visit to the Zhejiang Academy of Engineering.
Release time:
2017-07-19
On the afternoon of July 17, 2017, Zhou Liyang, General Manager of Juhua Group, led a delegation to conduct a field visit to assess the work of Zhejiang Engineering Institute. Wu Zhou’an, the Group’s Chief Engineer, along with heads of the Production Department, Construction Department, Health, Safety and Environmental Protection Department, Human Resources Department, Finance Department, and Equipment Manufacturing Business Unit, attended the meeting. Mid-level and senior management personnel from Zhejiang Engineering Institute also participated.
At the meeting, Zhu Yueting, General Manager of Zhejiang Engineering Institute, reported on the institute’s key activities and the issues requiring coordination and resolution by the Group, drawing on the content of Chairman Hu Zhongming of Juhua Group’s first-quarter economic performance review.
Subsequently, General Manager Zhou Liyang presented an overview of Juhua Group’s development strategy, further bolstering the Zhejiang Academy of Engineering’s confidence in its transformation and reinforcing its commitment to pursuing shared growth with Juhua.
Finally, General Manager Zhou fully commended the work of the Zhejiang Engineering Institute and put forward the following requirements: First, externally, the Institute should strive to ensure that its design facilities are both cutting-edge and highly competitive; internally, it should focus on upgrading its own technical capabilities and fostering cross‑disciplinary collaboration. As design serves as the driving force, the sophistication of its design infrastructure determines the fundamental level of safety and environmental protection, sets the benchmark for operational performance indicators, and ensures the soundness of investment decisions. Taking the Sunshine No. 3 project’s facilities as a model, this advanced approach should be extended and further refined in the design of other projects. At the same time, by enhancing internal technical standards and promoting interdisciplinary synergy, the Institute can further strengthen the company’s design expertise and competitiveness, thereby contributing to Juhua Group’s “Three Transformations” initiative and its “Five Pillars of Safety” strategy. Second, design work must be bolder and more forward‑looking. While remaining compliant with regulations, it should creatively break with conventional practices; moreover, adopting a park‑based mindset—emphasizing intensification, platformization, and specialization—the Institute should leverage its role in pooling and allocating public resources and in managing investment control. Third, innovation must be market‑oriented. The Zhejiang Engineering Institute should seek differentiation within an increasingly homogenized design landscape and, in collaboration with Juhua Group, explore synergistic EPC development for both internal and external projects, while experimenting with new mechanisms for resource sharing. Fourth, the Institute’s internal governance and operational efficiency must be continuously improved. Efforts should be sustained in areas such as strengthening confidentiality measures, innovating incentive structures, reinforcing Party building, optimizing the equity framework, and enhancing financing capacity, so as to ensure that internal governance is transparent, fair, streamlined, and efficient, thereby driving sustained performance gains.
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