聆听榜样故事 | 中国二十二冶优秀共产党员范艳阳个人事迹展播

Fan Yanyang is the project manager of Algeria 88MWc photovoltaic power generation project department of Overseas Engineering Division. In the past 18 years, he has been deeply involved in the fields of new energy and mechanical and electrical construction. After experiencing multiple positions in domestic projects and overseas front-line operations, he has always strictly sharpened himself with the standards of outstanding Communist Party members, taken root in the front line and performed his duties with rigorous and pragmatic work attitude and professional style of excellence. Since taking root in the front line of overseas construction, he has faced difficulties and worked hard, bravely shouldered heavy burdens and overcame difficulties in the complicated and difficult overseas construction environment, giving full play to the vanguard and exemplary role of Party members, and successively won many honors, such as the second prize of QC achievement of national metallurgical system, the advanced worker of MCC22 Industry, the chief engineer of outstanding construction project in Hebei Province, and the outstanding Communist Party member of overseas business department.

As an important part of the overseas market layout, the Algerian 88MWc photovoltaic project bears the important significance of deepening in the local area and brand going global. In October 2025, the project entered the critical stage, and the construction pressure increased sharply. Fan Yanyang was appointed in a critical moment and set out against the trend, taking on the heavy responsibility of project manager and vowing to gnaw off this "hard bone".

Different from extensive problem rectification, Fan Yanyang always insists that "the problem is on the scene and the solution is on the scene". The working conditions of Gobi construction site are complicated and contradictory, and many hidden problems can only be found by taking root in the front line. In his daily work, he insists on patrolling the construction site every day, walking all over all working surfaces, checking the construction blocking points item by item and sorting out the management shortcomings. It is this down-to-earth and hands-on working habit that allows him to accurately figure out the crux of the project, jump out of the limitations of fragmented rectification, and coordinate all kinds of tackling difficult tasks from a global perspective.

Faced with complex on-site problems, Fan Yanyang maintained a rigorous and responsible attitude to sort out and rectify from the root cause. He refined the responsibilities and authorities of each position, optimized the collaboration mode between the Chinese team and local labor; took the lead in establishing a normalized research and judgment mechanism involving multiple departments to regularly review construction issues, predict potential risks, and dynamically adjust the construction organization plan. Considering the characteristics of high temperatures and changeable wind and sand in the Gobi, he dynamically adjusted the construction plan according to on-site conditions to avoid climate impacts to the greatest extent. Internally, he unified on-site operation standards and standardized the construction processes of each procedure; externally, he patiently communicated with local government, supervision, owners and other units, and resolved the blocking points in approval, modification and acceptance one by one. He was not eager for quick success, but consolidated management details step by step, and gradually reversed the passive situation of the project with a steady and down-to-earth work style.

Faced with the new challenge, Fan Yanyang did not flinch. Relying on the solid foundation accumulated by wind power, photovoltaic and overseas projects for many years, he devoted himself to studying the territorial norms, thoroughly understanding the on-site construction situation, optimizing the management mode according to local conditions, and exploring a set of refined management methods that are suitable for overseas construction sites and the actual situation of the project, so as to solve the problem of "acclimatization" of overseas projects.

For on-site management, he always adheres to the attitude of meticulousness, truth and excellence, and works deeply in all aspects of materials, labor services, technology and on-site management and control. He took the initiative to explore the way to guarantee supply that adapted to cross-border working conditions, set up a double-track mode of "domestic centralized procurement + local reserve", followed up the progress of logistics customs clearance throughout the process, and kept the bottom line of construction material guarantee. Adhere to the on-site inspection post daily to check the hidden dangers of the operation, pay close attention to every construction detail, and fully protect the safety of the site. Considering the communication barriers and differences in working habits of Chinese and foreign employees, Fan Yanyang took the lead in compiling the Manual of Collaborative Construction Management for Chinese and Foreign Employees and bilingual safety operation guidelines, and unified the working standards in a popular and intuitive way. He sincerely teaches each other with all his patience, implements the pairing mode of "Chinese masters lead local workers", and personally teaches with his years of practical experience to drive the growth and progress of Chinese and foreign employees. Day after day, meticulous persistence and excellence not only make project management more standardized, but also leave valuable practical experience for similar overseas projects.

Long-term stationing abroad, difficult environment, far from the homeland, overseas construction not only tests ability, but also sharpens mind. Fan Yanyang is well aware of the difficulties of employees stationed abroad. While strictly managing, he always has warmth and compassion for employees, insists on strict management and love in parallel, and unites the centripetal force of the team with sincerity and responsibility.

Faced with the lack of overseas experience and high adaptation pressure of young employees, he is not only a manager, but also a predecessor who carefully leads the way. He shared his project experience without reservation, built a growth platform for training, teaching, innovation and tackling key problems, and led young employees to familiarize themselves with overseas construction processes and overcome technical problems. In life, he pays attention to the state of each employee, normalizes heart-to-heart exchanges, and patiently relieves the anxiety of being stationed abroad. For practical problems such as employees' life difficulties, he took the initiative to coordinate and provide intimate assistance, and effectively solved problems for everyone. This principled and warm management method makes the team far from home feel warm, and tempers an overseas team that is united and daring to fight.