Tiny rays of light converge into a torch; salute to all strivers.

In the Hanas New Energy Division, there is a group of people. Day after day, they stick to their posts and work quietly, guarding each towering wind turbine. In their stories, there are no earth-shaking feats, only the responsibility on their shoulders, the skills in their hands, and the dedication in their hearts. With International Workers’ Day approaching, let us turn our attention to these ordinary workers—Ji Haiyang, Shi Tianlong, Li Huijia, Dou Fan, Zhang Yanxiang, and Huang Wenxuan—to record their extraordinary shining moments and witness the remarkable glimmers blossoming in ordinary roles.

In June 2012, Ji Haiyang joined Hanas New Energy Group as a centralized control duty officer, and from then on, he put down roots at Mahuangshan. Over 14 years, he grew from a maintenance worker, operations and maintenance team leader, deputy site manager, site manager, to a management position in the wind power company. He personally experienced the entire process of the Songbao Wind Farm 300MW project, from the first shovel of earth to the turbines turning in the wind, and also witnessed the group's leap in power generation surpassing 30 billion kilowatt-hours—just the Mashisi and Mahaba stations under his responsibility contributed one-third of that generation.

At the milestone moment when power generation surpassed 30 billion kilowatt-hours, as a representative of veteran employees, Ji Haiyang reflected in his speech not only on his personal growth journey, but also on the collective struggle of front-line builders: it was the perseverance in the wind and sand during site surveys, the 24-hour tense nerves during grid connection commissioning, and the relentless dedication to walking long distances in freezing weather for emergency repairs, using their bodies to withstand the wind and sand.

Ji Haiyang has always maintained a passion for learning and exploration. In the context of the continuously evolving electricity trading market, in order to improve the accuracy of power generation forecasting, Ji Haiyang led his team to repeatedly analyze power forecast data combined with meteorological software and historical data from multiple sites, striving to enhance the electricity prediction accuracy for Ma 4 and Ma 8. By optimizing power forecasts and operational strategies, he worked to secure greater power generation capacity for the wind farms. He firmly believes that 'thinking is more important than doing, and having a strong sense of goal,' encouraging his team to boldly experiment. His management also pays attention to details: he designates the 24th of each month as Ma 4 Wind Farm's 'Safety Production Day,' strengthening safety through case training, knowledge competitions, and other activities; he holds a democratic life meeting once a month, where all employees freely express themselves, sharing work challenges and daily life issues, striving to solve problems for everyone and foster team warmth.

In terms of equipment operation and maintenance, Ji Haiyang firmly believes that proactive intervention is better than passive response. 'Failures will not disappear by waiting, so why not take the initiative to try? If successful, it can prevent equipment downtime and accidents.' It is precisely this sense of proactive responsibility that allows the team he leads to steadily advance in equipment operation and maintenance work.

 

In Ji Haiyang's heart, a manager not only has to shoulder the heavy responsibilities of production and operations but also must take on the duty of protecting the team and serving the front line. He often says, 'If you can't be a station chief, you can't just do the work or worry about only the matters of a station chief. You must proactively take on more responsibilities and have a sense of contribution.' This sense of responsibility is reflected both in his deep care for colleagues—last year, when two colleagues at the station got married, he led colleagues on leave to assist and personally drove to fetch the bride. This warmth is still appreciated by the grooms to this day—and in his practical actions to overcome difficulties—in 2025 during the National Day holiday, to improve the muddy and difficult road into the station, Ji Haiyang gave up his rest, patiently communicated and actively coordinated, ultimately pushing through the road hardening. This road not only solved the problem of difficult travel for employees and improved maintenance efficiency, but also became a fitness trail for leisure time, and above all, it is a solid path embodying responsibility and uniting people.

In the power line maintenance team, work is always accompanied by 'emergency'; a fault is an order. Team leader Shi Tianlong possesses a reassuring ability—he can quickly pinpoint the fault. This judgment comes from his experience 15 years ago when he joined the company and participated in preliminary project construction and operation management. Those days allowed him to systematically understand the 'structure and network' of wind power. Now, when facing problems, he can always make accurate judgments by combining on-site signs with operational logic. Every time a fault is cleared and the equipment returns to stable operation, it gives him the most solid sense of achievement in his work.

 

However, the real challenges often come from recurring problems that seem unsolvable. Shi Tianlong was responsible for the insulation drain lines of the wind turbine outgoing towers in the Salt Area No. 1, which were prone to fatigue fractures after years of dancing in strong winds. The most straightforward solution would be to replace them with new steel-core lines, but the investment was considerable. Since 'replacing with new ones' was not feasible, they opted for 'modification.' Shi Tianlong did not complain; he and his team started brainstorming with the existing materials and equipment line clamps. After repeated thinking, testing, and improvements, they successfully designed a 'device clamp to prevent drain line fractures.' After more than two years of operational testing, this essentially solved the persistent problem. In 2025, this modification, which embodied both wisdom and responsibility, was granted a national utility model patent. On the day he received the certificate, it happened to be his birthday. As a result, he was also named the 'Technical Innovation Model Worker' of the New Energy Group for 2025.

Serving as the team leader of the online line maintenance team for 8 years, Shi Tianlong adhered to one principle: everything must have a response. He once argued with a supervisor because team members did not provide feedback two days after completing their work, even when others advised him that 'close enough is fine.' In his view, this 'meticulousness' reflected a serious attitude toward work and was the baseline of safety responsibility. He always believed that it was these seemingly 'meticulous' small matters that gradually built everyone’s trust in him.

Shi Tianlong wore a red sandalwood safety amulet on his body, which had accompanied him for more than ten years. It was given to him by his previous leader, who had advised at the time: 'In our line of work, you must pay attention to safety. Being safe and sound is not only being responsible for the company but also for yourself and your family.' He had always kept these words in mind, and that safety amulet silently witnessed his consistent belief in safety.

In his career, Shi Tianlong has also experienced moments of confusion and difficulty, but it was ultimately the ordinary mindset of 'just hold on for one more day' that supported him all the way. For young people who feel that the new energy industry is remote and dull and are tempted to give up, what he most wants to share is a simple piece of advice: 'Only by enduring loneliness can one enjoy prosperity.' He believes that all the repetition and perseverance at this moment are accumulating strength for the future.

Every morning at 8:30, Li Huijia from the Operations Department starts her day by receiving and organizing data from six different stations. Her main task is to transform these diverse raw pieces of information into clear and accurate reports.

The challenge of this job lies primarily in its 'complexity' and 'prone to errors.' Because the data reported from various stations overlaps and repeats, she must act like a meticulous proofreader, repeatedly comparing across and checking vertically to prevent any possible mistakes. Years of dealing with numbers have given her a keen instinct for data anomalies. A shift of a decimal point or a mix-up of measurement units could, in her view, lead to huge discrepancies. The principle she sets for herself is: the data she handles must be flawless.

It is common to have 'urgent data requests' at work. With different statistical standards, involving different affiliated companies, categories, and units of measurement, piecing together data on the spot is time-consuming and troublesome. Li Huijia didn’t stop at passively responding. She proactively designed a set of data tables, categorizing and summarizing various data in advance. Whether or not leaders needed the data urgently, she strived to 'have the numbers in mind and the tables at hand.' On her computer, she quietly stored a 15-year historical data archive of the New Energy Group since it was connected to the grid in 2011, covering key indicators such as monthly power generation, utilization hours, settlement electricity, wind speed, and equipment availability for 25 projects. In terms of power generation alone, she accumulated over a hundred detailed data records.

But her responsibilities go far beyond data. Comprehensive affairs in the operation and maintenance department, holiday scheduling, reimbursements, and various temporary tasks are also reliably handled by her. In recent years, as the operational years of the equipment have increased, the workload for asset insurance renewal and claims has grown significantly, involving all the fans, on-site equipment, and even the roads in the area. Facing this professional and tedious new task, she chose to teach herself insurance knowledge, ensuring that every asset is properly protected and every claims process is clear.

Outside of work, Li Huijia regards 'learning' as the underlying tone of her life. She uses her spare time to obtain multiple professional qualifications, including those of accountant and human resources manager. These certificates may not be directly used in her daily work, but they attest to her continuous pursuit of self-enrichment and expanding possibilities.

This enthusiasm for learning also extends to her lifestyle interests. She loves baking and often shares homemade desserts with her colleagues; she is also passionate about painting and, recently, through a selection process, has been attending professional training every weekend at the Ningxia Calligraphy and Painting Academy, finding another form of focus and tranquility in brushstrokes and colors.

At Dou Fan's workstation in the Wanglejing Wind Farm, there was a notebook with its corners worn shiny. It was densely filled with records, witnessing every step of his growth from a maintenance novice to a technical backbone of the team.

In 2014, Dou Fan joined the newly established maintenance team. At that time, the team had only six people, and their main work was to learn from Vestas' technicians. "When it came to critical operations, the foreign engineers would sideline us," Dou Fan recalled. In order to truly learn the skills, they voluntarily took on dirty and hard tasks like refueling and torqueing, gradually earning the trust of the others through diligence and hard work, which allowed them to slowly get in touch with the core maintenance techniques.

As the team gradually grew, Dou Fan and his colleagues began systematically learning wind turbine maintenance. They closely followed the on-site operations of Vestas engineers, recording every key point and every step of the process in detail in their notebook. "Every time I handle a fault, I write down the entire process, just like writing down the steps to solve a problem," said Dou Fan. The more they recorded in the notebook, the thicker it became, and the more experience they accumulated.

2020 became a critical turning point. That year, the maintenance of Hanasi New Energy Group's wind turbines officially shifted from joint operation and maintenance to independent operation and maintenance, and the maintenance department needed to independently ensure the operation of 700 wind turbines. At that time, during the pandemic, many members of Dou Fan's team stayed on site for two consecutive months without a single day off, ensuring that all the wind turbines operated stably. "That period was extremely stressful, but it was precisely because of this that we truly mastered the technology."

What left the deepest impression on Dou Fan was dealing with the repeatedly occurring '3709 fault' in the No. 20 turbine of Phase 14. The team had investigated multiple times without success, so Dou Fan, along with his team members, focused and methodically tested and checked wire by wire from the source. After half a year, they ultimately discovered that the hidden problem was caused by a poorly connected neutral wire. 'Some problems have no shortcuts; you have to use the slow, methodical approach,' Dou Fan summarized. Today, the maintenance team he is part of can independently handle all types of turbine maintenance work. As a veteran, Dou Fan still insists on daily morning meetings and fault reviews, and he always generously shares his knowledge when new employees ask questions. 'Safety is something that cannot be taken lightly at all,' is what he says most often.

The notebook that Dou Fan had followed for more than ten years now has a new mission — it has become a vivid teaching material for training new employees. From learning by following others to teaching others, Dou Fan's growth trajectory is precisely a microcosm of the autonomous development and technical inheritance of the Hanas New Energy maintenance team.

In the summer of 2021, Huang Wenxuan and Zhang Yanxiang—this pair of friends who had been classmates from junior high to high school for six years—made the same choice after graduating from university: to go to distant places, to places with wind. These longtime classmates began their respective careers at a wind farm in Xinjiang.

The Gobi Desert environment gave them a 'cold shock'—in the severe cold of minus 20°C, their fingers were numb; in the sandstorm that blotted out the sky, their vision was so blurred that they couldn't see the equipment clearly; at night, in the dim light of the makeshift rooms, the two of them sat side by side on the bed, spreading out the fault notes they had recorded during the day, discussing troubleshooting ideas item by item.

Confusion also came. Once, Zhang Yanxiang was troubleshooting until midnight with no progress. He stood by the window, looking at the dim sky, and couldn't help but ask Huang Wenxuan, 'Is this kind of persistence meaningful?' It was precisely through this mutual companionship and sharing that the two gradually accumulated the wisdom of life on the Gobi—how to precisely adjust equipment in the sandstorm, how to efficiently troubleshoot in the cold night, and even how to remain optimistic in a simple environment.

In May 2023, the two of them successively joined the Helan Mountain Wind Farm of Hanas New Energy Group, becoming colleagues once again. Life seemed to have changed, yet it seemed unchanged—the dormitory moved from a temporary building to the communal dormitory at the booster station, but under the night lights, it was still the two of them each opening their computers, reviewing course hours and organizing notes for professional title exams.

This tacit understanding is more evident in their work. On one occasion, when Huang Wenxuan was handling a DODP valve test malfunction on wind turbine #76, he noticed an unusual noise coming from the blade A valve body when the blades were being feathered. After repeated checks yielded nothing, he called Zhang Yanxiang. Zhang Yanxiang immediately put aside his work and carefully recalled similar experiences. The two met at the wind turbine and conducted joint troubleshooting for a long time without success, so they brought the issue to the experienced maintenance manager, Zhang Liqiang. In front of the whiteboard in the meeting room, Huang Wenxuan described the phenomenon in detail, Zhang Yanxiang added observational details, and team members analyzed the hydraulic circuit principles bit by bit. They finally pinpointed the problem to valve body 140.2. The next day, based on the discussion plan, Huang Wenxuan conducted focused inspections, quickly confirmed, and replaced the faulty valve body, and the wind turbine returned to normal. The knowing smile they shared at the end of the day stemmed from countless ordinary moments of working shoulder to shoulder like this.

Every day in Hanas, such stories unfold. They greet the Gobi's morning light together and see off the evening glow over the windy fields; they rub their hands together on cold nights while waiting for equipment to restart, and tighten the last bolt under the scorching sun. Those reflections on choices, perseverance, and growth are thus integrated into each specific and detailed moment of work. Just like the rows of wind turbines on Mount Helan, each operating individually yet collectively forming a force that guards the light.

At the ceremony marking the New Energy Group's power generation surpassing 30 billion kilowatt-hours, Zhang Yanxiang spoke as a representative of the new generation of employees. He said, 'I wish our Hanas, like the wind turbines standing tall in this Gobi desert, to face the wind, work with all their might, spin more vigorously, and get better and better!' In the audience, Huang Wenxuan and his colleagues responded with enthusiastic applause. This is not only a personal wish but also the shared hope in the hearts of all Hanas employees!