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GUANGJIN INTERNATIONAL GROUP
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Guangjin is a large-scale comprehensive modern construction industry and international trade group that is based on construction and integrates international trade, investment, development and operation into a cross-regional and cross-border development.
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Full Moon Mid-Autumn, Warmth Reaches Guangjin｜Guangjin International Group sends heartfelt benefits to all employees at home and abroad
Golden autumn brings refreshing refreshments, and the fragrance of osmanthus fills the air. On this occasion of the Mid-Autumn Festival, Guangjin International Group has carefully prepared and set out warmly, delivering heartfelt Mid-Autumn benefits to all employees at home and abroad, delivering the Group's care and blessings to the hands and hearts of every Guangjin employee.
2026-09-27
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Strengthen Inner Qualities, Build Outer Image｜Guangjin International Group Holds Full-Staff Business Etiquette Training
Business etiquette is not just an external business card for a company's image, but also a direct reflection of each employee's professional quality. To further enhance the professional quality of all staff and standardize behavior and communication in external interactions, on September 16, Guangjin International Group organized a special training session on business etiquette. The group’s headquarters invited a senior trainer for on-site teaching, while employees from overseas branches participated simultaneously via live streaming. With online and offline learning in sync, everyone engaged thoughtfully, gained a lot, and embarked together on a journey to upgrade their professional qualities and external image.
2026-09-20
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Higer's new V-series luxury buses officially arrive in Angola | Guangjin Group teams up with Suzhou King Long to kick off a new chapter of high-end passenger transport in Angola
On September 15, a new vehicle launch focused on high-end passenger transport was grandly held in Angola — the Higer New V Series luxury coach, jointly promoted by Guangjin International Group and Suzhou King Long Higer Bus, officially entered the Angolan market, bringing a high-end new option for local passenger travel with its solid quality.
2026-09-17
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Bold, determined, united to win | Guangjin International Team's debut at the Angola Chinese Games concludes successfully
In the golden autumn of September, the 2nd Chinese Community Sports Games, hosted by the Angolan Chinese General Chamber of Commerce, was grandly held at the sports field within the premises of China Railway Fourth Bureau in Angola. Over a thousand overseas Chinese and representatives from Chinese enterprises gathered together.
2026-09-13
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Joyful Topping Out! Angola Police Station Project Successfully Reaches the Summit – Guangjin Leadership Visits Site to Celebrate This Momentous Achievement
On August 29, 2026, the project site in Luanda, Angola was adorned with colorful flags and filled with an enthusiastic atmosphere. After relentless day-and-night efforts and meticulous construction by the project team, the main structure of the Angola Police Station project was successfully topped out, marking a crucial milestone in the project's development. Leaders from Guangjin Company visited the construction front line, joining all project staff and representatives from the police department to witness this proud moment together.
2026-09-02
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Deepening Cooperation, Pursuing Joint Development | A delegation from the Group Company paid an invited visit to Real Express Passenger Transport Company in Angola
On 8 August, a delegation led by Chen Jiazhong, Chairman of the Group, and Chen Shengheng, General Manager of the Angola Automotive Trading Company, paid a courtesy visit to Real Express Passenger Transport Company in Angola at the company’s invitation, where they were warmly received by the company’s team. The two sides held in-depth discussions on the achievements of their existing cooperation and opportunities for future collaboration in a cordial atmosphere.
Real Express Passenger Transport Company was established in 2022 and is headquartered in the Gamek district of Luanda; it is one of Angola’s larger inter-provincial passenger transport companies. The company’s routes currently cover provinces such as Benguela and Zaire from Luanda, and it continues to expand its national operations. At present, the company operates a fleet of modern coaches in various configurations—including 51-seater, 43-seater and 33-seater models—as well as high-efficiency goods lorries. It has created over 200 direct and indirect jobs and has established a strong reputation in the Angolan passenger transport market.
Accompanied by Mr Egildo Ferraz, the company’s representative, the Chairman and his delegation visited Real Express’s vehicle repair workshop, passenger terminal and newly completed office area, and went inside the real-time dispatch control room to gain a detailed understanding of the company’s vehicle operations monitoring and management system. Observing real-time data on the large screen—including vehicle trajectories, speeds and driver status—our delegation spoke highly of Real Express’s standardised and intelligent operational management practices.
During the meeting, Mr Egildo Ferraz outlined the company’s operational performance in recent years, its business structure and future development plans. As a key customer of Guangjin Auto Trade for its coach fleet, Real Express currently sources the vast majority of its operational vehicles from Guangjin Auto Trade. The two parties have established a long-term, stable and mutually trusting partnership, providing the Angolan passenger transport sector with high-quality vehicles and supporting services.
Both parties agreed that, building on their existing cooperation in the coach transport sector, there is considerable scope for future collaboration in areas such as station planning and construction, vehicle maintenance and repair, and operational support. This visit has further strengthened mutual understanding and trust between the two sides, laying a solid foundation for deepening cooperation across multiple levels and sectors.
2026-08-13
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Grounded in the Present, Forging Ahead with Determination — Guangjin International Group Successfully Holds its Mid-Year Board Meeting for 2026
On 10 August 2026, Guangjin International Group held its mid-year board meeting for 2026 in a hybrid format, with board members from various countries attending the meeting. The meeting conducted a comprehensive review of the first half of the year’s operational data, carried out an in-depth analysis of operational issues and shortcomings, and finalised detailed measures for the second half of the year. It served to unify thinking and reinforce accountability at all levels in order to achieve the full-year operational targets.
Scenes from the Angolan company’s meeting
At the meeting, the Angola, Zambia and Middle East business divisions presented their half-yearly operational reports in turn. Faced with complex changes in the overseas market environment during the first half of the year, each division continued to hone its ability to adapt whilst addressing challenges, maintaining overall operational stability. The Diversified Trade Division, drawing on established cooperation channels, effectively stabilised its core operations, providing strong support for the Group’s stable cash flow. In their reports, the various business segments also proactively identified areas for operational improvement, thereby accumulating valuable first-hand experience for management optimisation. Chairman Chen Jiazhong emphasised that the entire management team must examine the current situation with a forward-looking perspective; whilst acknowledging existing achievements, they must also proactively explore potential for improvement in areas such as internal management and operational efficiency, thereby laying a more solid foundation for targeted efforts and sustained breakthroughs in the second half of the year.
In the first half of the year, all business segments achieved outstanding results across multiple fronts. The General Trading Company, building on its stable and in-depth partnership with Liansu Group, enjoyed a plentiful supply of orders and continued to expand its business footprint, serving as the core driver of growth for the Group’s trading operations; the Zambia Trading Company delivered an outstanding overall performance, maintaining strong growth momentum amidst a complex market environment, with the automotive repair workshop business proving the most stable, and both the number and quality of clients steadily improving. The Middle East Company achieved breakthrough development. Operations for the two major projects—the flyover in the United Arab Emirates and the Metro Blue Line—have entered a stable phase. The team rapidly advanced its market penetration, earning recognition from clients and supervisors alike, thereby laying a solid foundation for the Group to deepen its presence in the Middle Eastern market. A localised employment system is steadily taking shape, whilst the cross-border talent deployment model has been successfully implemented, accumulating valuable practical experience for the coordinated development of operations across multiple countries.
The meeting set out the core priorities for the second half of the year as ‘securing contracts, boosting output value and chasing up payments’, and required all business segments to break down their annual operational targets into monthly figures and assign them to specific roles. With a focus on enhancing operational quality, the meeting formulated specialised improvement plans across six key areas—project operations, financial risk control, local talent development, staff training, market expansion and workplace safety—to systematically address shortcomings in operational management. At the same time, the Chairman coordinated the deployment of initiatives to enhance standardisation within the Group, requiring all members of management to take the lead in implementing daily management mechanisms, standardising office, campsite and external corporate image standards, and establishing a routine mechanism for identifying and addressing safety hazards to effectively safeguard the personal safety of all employees.
Group photograph of staff at the Angolan company’s venue
Setting Clear Targets and Making a Practical Final Push
This Board meeting adopted a problem-oriented approach with a focus on implementation; it not only enabled all directors to clearly identify areas for improvement but also further aligned the pace of our efforts to tackle key challenges. In the second half of the year, Guangjin International Group will adhere to the guiding principle of ‘tapping into internal potential and expanding externally’, focusing rigorously on execution and making a practical final push to deliver a substantial annual performance.
2026-08-13
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Combating the Heat, Ensuring Safety, Bringing Relief | Chen Jiazhong, Chairman of Guangjin Group, Visits the Frontline of the Sharjah Flyover Project to Offer Support and Provide Guidance
On 1 August 2026, the UAE experienced the peak of its annual heatwave, Chen Jiazhong, Chairman of Guangjin Group, visited the construction site of the Sharjah Flyover project in the UAE to inspect the progress of construction work in the high temperatures. He expressed his appreciation to all front-line staff working in the extreme heat, placed particular emphasis on ensuring the effective implementation of on-site safety measures and heatstroke prevention protocols, and presented the front-line staff with refreshing summer care packages, conveying the Group’s care to the very forefront of the construction site.
The period from May to September each year marks the region’s long, sweltering summer season, and August in particular is the hottest and most gruelling time of the year. Construction work on open-air bridges involves heavy physical labour, whilst the high temperatures also make it more difficult to ensure safety during processes such as scaffolding erection, the installation of steel formwork and the operation of heavy machinery, posing a dual challenge to both production safety and the physical well-being of front-line staff.
Faced with a harsh natural environment, the entire management team of the UAE-based company coordinated operations and took up positions at the front line, whilst front-line staff braved the sweltering heat to remain steadfast at the flyover project site. By working during off-peak hours to meet construction milestones, they steadily advanced various tasks, including the construction of the bridge’s main structure and the erection of on-site safety protection systems. Through their dedication and hard work, they ensured the orderly progress of this key overseas project, demonstrating the sense of responsibility and commitment of overseas construction workers, who are known for their resilience and determination in overcoming challenges. Upon arriving at the construction site, Chairman Chen Jiazhong inspected the various construction zones, temporary rest areas and heatstroke prevention supply points. He meticulously examined the quality of safety scaffolding, edge protection and sunshade hoardings, and checked each item regarding the supply of drinking water to combat the heat, emergency medical stockpiles and the implementation of shift schedules for high-temperature work. He listened attentively to the project manager’s report on construction progress during the heatwave, the identification of safety hazards and measures to protect workers from the heat, and provided on-site guidance addressing the challenges of working in high temperatures.
Following an on-site inspection, the Chairman distributed heatstroke-prevention supplies—including refreshing drinks, watermelons and Huoxiang Zhengqi Water—to front-line staff. He engaged in cordial conversations with the staff, enquiring in detail about on-site operations, accommodation and meals, as well as logistical support. He fully commended the dedication of all personnel for braving the high temperatures and remaining steadfast on the construction front line, and urged everyone to implement sun protection measures, organise their work sensibly, and ensure they stay hydrated and take timely breaks.
The Chairman emphasised that, first and foremost, production safety must be placed at the forefront of all work without exception. As hot weather is a period when construction accidents are more likely to occur, the project department must rigorously implement safety management throughout the entire process, conducting a comprehensive inspection of all potential safety hazards, including work at height, machinery operation and temporary electrical installations. All edge protection, scaffolding and safety hoardings must be erected in accordance with regulations and be secure and properly in place. Under no circumstances should safety procedures be cut short or safety standards lowered; rigorous measures must be taken to safeguard the bottom line of production safety;
Secondly, we must treat the protection of workers’ health during the summer heat as a core priority for people’s livelihoods, ensuring it is implemented thoroughly and meticulously. We must take full account of the specific local weather conditions, continuously optimise construction work schedules to minimise outdoor work during the midday heat, improve the provision of on-site sunshades and cool rest areas, ensure a sufficient supply of drinking water and heatstroke prevention medication around the clock, strictly prevent incidents of heatstroke, and effectively safeguard the physical health of every employee;
Thirdly, we must strike a balance between project progress and the welfare of our staff. We place particular emphasis on ensuring that high-temperature allowances for frontline staff and management are fully and properly implemented. Whilst steadily advancing the construction of the Sharjah Interchange project in accordance with the contract, we
2026-08-04
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Reflecting and Recharging, Taking Practical Action to Make a Final Push | Guangjin International Group’s 2026 Mid-Year Conference Concludes Successfully
From 22 to 28 July 2026, the 2026 mid-year review meetings for the various companies under Guangjin International Group were held in an orderly manner. The meetings focused on reviewing and planning based on specific business data, project implementation status and practical issues encountered on the ground. They were held simultaneously across the four core business regions—China, East Africa, West and Central Africa, and the Middle East—using a combination of online video conferencing and in-person workshops. Staff from each region reviewed the work carried out in the first half of the year item by item and finalised implementation plans for the second half on a point-by-point basis.
▲ Group photograph of attendees at the Angolan company’s venue
During the meeting, the various functional departments and regional business teams conducted a detailed review of their performance against the operational targets set at the beginning of the year. They compared actual figures with targets across key metrics, including project delivery progress, market contract signing figures, payment collection status, operating costs and the effectiveness of customer retention efforts. With regard to benchmark projects that had been successfully implemented, market orders secured through efficient breakthroughs, and cost control measures that had yielded tangible results, each team provided a detailed account of their operational processes and replicable working methods, offering valuable insights for cross-regional learning and best practice sharing.
▲ Group photograph of attendees at the Zambian company’s venue
The meeting also identified projects that had fallen behind schedule and failed to meet performance targets in the first half of the year, as well as various shortcomings in the work. The teams responsible thoroughly analysed the root causes of the issues, proactively took responsibility for rectifying them, and drew up tailored catch-up and improvement plans to address the shortfall against their targets. Through a range of measures—including optimising processes, reallocating resources and strengthening follow-up—they are taking a step-by-step approach to bridge the gaps and accelerate the progress of projects that have fallen behind.
▲ Group photograph of participants at the China venue (there was also a sub-venue in the Middle East)
At the same time, the meeting broke down the core tasks for the second half of the year into quantifiable components, refining the annual operational targets, key project tasks and market expansion objectives down to a monthly basis, assigning them to specific roles and clarifying individual responsibilities. Milestones and assessment criteria for each phase were finalised to thoroughly eliminate ‘vague work and generalised implementation’, ensuring that every task is planned, progressed, monitored and delivered. Group leadership emphasised that the current market environment is becoming increasingly complex and competition within the industry is growing ever more specialised. Corporate development hinges on attention to detail and a hands-on approach; all staff must remain grounded in their roles, focus on their core business, address any shortcomings in their work, and ensure that every foundational task is carried out thoroughly and every project is executed effectively and to the highest standard.
This mid-year meeting, which adopted a problem-oriented approach and focused on implementation, accurately identified the weaknesses in the work carried out during the first half of the year and clearly set out the practical direction for the second half. It not only enabled all staff to recognise the gaps and shortcomings in their current work, but also further harmonised the pace of work and reinforced accountability. Moving forward, all countries and departments within Guangjin International Group will remain closely aligned with the annual work objectives. Guided by the arrangements set out at this meeting, they will implement corrective measures item by item, steadily advance the improvement of quality and efficiency across all business operations, diligently carry out every task and ensure the solid execution of every project, and make every effort to achieve the 2026 operational targets.
2026-07-30
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Practical Training in Mind, Quality Improvement in Action | Specialised Training Supports High-Quality Construction at the Zambian Company
Since the second half of last year, the Zambian construction company has been actively expanding into the local market, with its business footprint continuing to grow. It has successively secured a number of new projects, including site clearance for photovoltaic installations, the construction of a 25-kilometre road, sludge treatment for the water sector, and the connection of household pipelines to the mains network. The arrival of a large number of new employees has injected fresh energy into the team’s development.
As these new business ventures are progressively implemented, project construction and team management are facing fresh challenges: construction conditions in Zambia are complex and the geographical characteristics distinct. Furthermore, as newly appointed managers are still in the process of gaining experience, their capabilities in the overall coordination and management of new projects, on-site construction scheduling, and handling of critical and difficult situations remain inadequate. There is an urgent need for systematic and specialised training to address these capability gaps, optimise management models, and meet the requirements for high-quality project delivery in new overseas projects.
In order to address construction challenges in new overseas business ventures, rectify shortcomings in project management and technical capabilities, and comprehensively enhance the overall management and control of projects currently under construction in Zambia, a specialised training session on overseas project construction management was recently organised and held online under the overall coordination and leadership of Yang Shoujie, General Manager of the Group’s Construction Company. The training session was chaired by Yang Shoujie and attended by all staff from the Engineering, Operations and Commercial Departments of the Zambia Company, as well as project management personnel from all its projects in Zambia. The session focused on providing specialised instruction and guidance on key aspects of project construction organisation and planning, as well as on-site coordination and deployment. The training session featured special online presentations by Hu Dianwang, General Manager of the Engineering Department at the Angola Construction Company, and Project Manager Yu Jingfu. Drawing on key topics such as full-process overseas construction standards, specialised earthworks plans, core on-site control points, and the operation and maintenance management of machinery and equipment, the instructors shared valuable first-hand practical experience, providing participants with professional and practical training.
This training programme was closely tailored to the complex local construction conditions in Zambia. With its detailed and highly targeted content, it comprehensively covered the entire process of standardised management—from project contracting and construction preparation through on-site operations and process control to completion and handover. It focused in particular on key local construction challenges, such as construction during the rainy season, working with special soil types, soft ground treatment and on-site management of machinery and equipment, thereby establishing clear practical control standards.
During the training, project managers engaged in in-depth discussions and exchanged experiences based on their respective project realities. This training not only effectively addressed technical and managerial shortcomings in the company’s emerging business areas, enhanced the team’s capabilities in managing complex projects and handling risks, and established practical guidelines tailored to local construction conditions, but also provided new insights for the Commercial Department’s preliminary assessments, business coordination and contract fulfilment collaboration, thereby effectively promoting inter-departmental collaboration to improve quality and efficiency.
Following the training, the various project departments of the Zambia Company promptly conducted self-inspections and self-corrections in line with the training content, comprehensively identifying shortcomings in construction, management and technical aspects, and implementing closed-loop corrective measures to ensure the rapid implementation and application of the training outcomes. Moving forward, the Zambia Company will regularly organise practical, specialised training sessions to continuously strengthen the foundation of its talent pool and address shortcomings in business development. Through professionalised management, it will ensure the high-quality and efficient progress of all ongoing projects, thereby further enhancing the company’s reputation in overseas construction.
2026-06-24
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