Shuifa Energy Group Co., Ltd.,

Client Overview

The company has developed three strategic emerging industries: clean energy, green building, and new materials. It has become a leader in its field, ranking 9th in the national curtain wall market, holding the top market share for intelligent dimming films in China, and ranking 2nd in photovoltaic power station installed capacity in Shandong Province.

Project Background

The Group aims to establish itself as a leading large-scale comprehensive energy utilization company in the industry. It seeks to integrate Shuifa Group’s clean energy assets and align the listed company’s comprehensive energy business layout. By leveraging the listed company as the main entity, Shuifa Energy intends to establish mechanisms for project information sharing, technical team co-development, and financing channel integration.

The company is committed to developing both domestic and international markets, building a strategic emerging industrial cluster characterized by:

Highly concentrated development space

Tight upstream-downstream collaboration

Highly efficient supply chains

The goal is to establish a new pattern of high-quality development with core technological and competitive advantages, transitioning from a mere project investor to an industry organizer and capital operator.

Project Process

Changes in the external environment and the establishment of new strategic objectives necessitated not only capital expansion and scaling but also improvements in management levels, strengthened processes, and robust internal control systems to mitigate risks and achieve sustainable development.

Realscheme identified that Shuifa Energy Group’s current process management maturity level was at a “non-stable” stage. One of the core objectives of this project was to establish an end-to-end process system, elevating the company’s process management capabilities to a higher level.

Implementation Outcomes

1. Building a Group Control System

Established the direction and organizational functions for group-level management, effectively leveraging the scale and synergy advantages of the group.

2. Establishing an End-to-End Process System to Enhance Process Management

Breaking Down Departmental Silos: Achieved end-to-end process integration by transitioning from approval-based workflows to business-driven processes. This was accomplished through value chain analysis and process framework development, enabling employees to gain deeper insights into processes.

Standardization and Simplification: Standardized, unified, and simplified the entire process system, ensuring business processes were consistent and streamlined. Embedded best practices into processes to reduce reliance on individuals.

Risk Management Integration: Embedded risk control mechanisms directly into business processes to safeguard operations. Strengthened the internal control system to mitigate internal and external risks, enabling sustainable development.

This initiative significantly improved operational efficiency, enhanced organizational alignment, and ensured robust risk management practices, positioning Shuifa Energy Group for long-term success.