From May 26th to 29th, four distinctive symposiums were successively held at FREP. Acting President Lin Xu and Vice President Suchart Phowatthanasathian attended the symposiums, engaging in in-depth “face-to-face” discussions with frontline shift team leads from business units. As the smallest yet most crucial management unit, shift teams serve as the “frontline nodes” for implementation and the “source of vitality” for high-quality development. This series of communication sessions, chaired by Suchart Phowatthanasathian, aimed to fully leverage the pivotal role of shift team leads as “leading geese.”

Lin Xu first extended the Company’s sincere gratitude to the shift team leads who have been steadfastly working at the production front lines. He emphasized that shift teams are crucial for the Company to overcome the current severe challenges and turn losses into profits, noting that shift team leads, as the “backbone” and “bellwethers,” must rise to the occasion, shoulder heavy responsibilities, and effectively manage their shift teams.

Addressing the core tasks of shift teams, Lin Xu underscored that safety is the foundation of the Company’s survival and development. He demanded that shift team leads lead by example, strictly adhere to regulations, eliminate violations, enhance risk identification and control, and meticulously execute standard operating procedures—“leaving no procedure/step/link uncompleted”—maintaining a strong sense of crisis to rigorously enforce production safety. In terms of management, shift team leads must demonstrate responsibility and lead by example, effectively employing result-oriented approaches while clearly defining disciplinary boundaries. They should both recognize high performers and support those who are struggling, combining “strict management” with “genuine care.” By managing people through systems, they can cultivate excellent work ethics, build a highly capable team, and continuously improve team performance.

In light of the increasing proportion of young employees in teams, Lin Xu emphasized that shift team leads should proactively take on the responsibility of nurturing newcomers while fulfilling production tasks. The “mentorship” and “veteran-guiding-newcomer” models should be vigorously promoted. Goals should be set for young employees, their progress monitored, and results demanded. They should be guided to study diligently, think critically, and practice actively, fostering a culture of “competing, learning, catching up, helping, and surpassing” to rapidly enhance their skills and lay a solid talent foundation for building strong shift teams.

Lin Xu concluded by encouraging everyone to remain confident: “The market is changing, and we will seize every profit opportunity with a proactive attitude, facing severe challenges head-on to achieve a turnaround and contribute to the Company’s annual goals.”

Suchart Phowatthanasathian further clarified the responsibilities of shift team leads during the meeting: they must lead by example and act as both advocates of the Company’s core values and high-standard performers of their roles. In terms of safety leadership, they must ensure error-free operations, scientifically allocate tasks, promptly stop unsafe behaviors, and effectively control risks. In team management, they must comprehensively employ four approaches—disciplinary constraints, skill coaching, positive motivation, and talent development—to fully ignite employee enthusiasm and enhance their overall competence. He also provided detailed requirements to shift team leads regarding specific tasks such as employee training and competency verification, shift handover quality, daily production standards, and 5S management.

Approaching the Dragon Boat Festival, Suchart Phowatthanasathian drew an analogy to dragon boat racing to motivate everyone: “FREP has over 2,000 employees, and we are like a dragon boat team rowing in unison toward the same goal. The current market is turbulent, akin to a race with competitors right beside us. But I firmly believe that our team members will rise to the challenge, giving their all to reach the finish line victoriously, no matter the storms or thunderstorms ahead!”

The symposiums also briefed the shift team leads on the Company's production and operational performance this year, conducted an in-depth analysis of current challenges and circumstances, introduced the concept of enhancing process safety management, and further clarified the role positioning and behavioral expectations for shift team leads.

During the exchange session, the shift team leads, drawing from their frontline experience, actively shared insights and suggestions on topics such as team management, collaboration, on-site operation optimization, equipment reliability enhancement, logistical support improvement, and corporate development. The Company leaders listened attentively, took detailed notes, promptly addressed the issues raised, and engaged in candid, in-depth discussions on key topics including team composition, talent development pathways, and incentive mechanisms.

This series of symposiums successfully established a mechanism for in-depth dialogues between the management and frontline shift team leads, pinpointing challenges in team building and addressing developmental bottlenecks. Through intellectual exchange, a consensus was forged to “consolidate foundations”—aimed at cultivating a skilled, accountable, and outstanding contingent of shift teams. This ensures the high-quality completion of core missions: “ensuring safety, stabilizing production, and boosting efficiency”, propelling the Company steadfastly toward its grand vision. The imagery of dragon boats racing not only mirrors the festive spirit but also embodies the collective resolve to overcome challenges—a true reflection of the Company’s united ethos. (Xiao Wanyuan, Zhang Lei)