The predecessor of Yingchuang Sanzheng, the organic chemical plant in Yingkou, was a collective-owned enterprise. It was founded in 1988 and initially had only 12 participants. It started producing melamine in an abandoned chemical plant in Heiyingtai Village, Shuiyuan Town With an annual output of 250 tons at that time, it was the fourth melamine manufacturer in China. At the beginning of starting a business, under very difficult living conditions, entrepreneurs rely on a firm belief that they must survive, tear a blank piece of paper into pieces, write the hard working spirit of the front and the back, and take the factory as their home. , Public and forgetful, step by step to make the enterprise bigger and stronger. At the beginning of 1988, Liu Qingchen, the founder of "Three Signs", proposed a code of conduct of "not greedy, indiscriminate, not stupid, not lazy", which can be regarded as the prototype of the "Three Signs" spirit. , Renamed Yingkou Organic Chemical Plant. With the production and operation gradually on the right track, the scale of development is expanding, and the market share is constantly increasing, the "Three Recruits" consciously summarized the essence of the entrepreneurial spirit of the eight years since the establishment of the factory. In 1996, the six spirits of the "Three Recruits" were officially launched. --- "The spirit of hard work and entrepreneurship, meticulous professionalism, the spirit of taking the factory as the home, the dedication of publicity and selflessness, the spirit of strict factory management, and the pioneering spirit". Several generations of "three recruits" have long formed a common value orientation and code of conduct under the influence of this spiritual subtle influence and nourishment, and the cohesion of enterprises has been greatly strengthened.
In 2005, the core assets were separated from "Sanzheng", and Degussa (Yingkou) Fine Chemical Co., Ltd. was jointly established with Degussa (China) Investment Co., Ltd. "Sanzheng" entered a new stage of development .
From 2005 to 2012, during the seven-year joint venture, Degussa Group (renamed Evonik Group in 2008) introduced the world's advanced concept of "responsible care and continuous improvement" to the company. "Responsible Care" is a self-regulatory management system for continuous improvement of environmental protection, health and safety performance proposed by the chemical industry based on its own development. It is not just a series of rules and slogans, but through information sharing, strict testing system, operating indicators and certification procedures, to show the world's efforts of chemical companies in health, safety and environmental quality. Through the implementation of "responsible care", the global chemical industry can make its production process safer and more efficient, thereby creating greater economic benefits for enterprises, and greatly gaining public trust to achieve sustainable development of the entire industry. Under the guidance of this concept, the company has invested huge amounts of money, devoted to the investment of safety management software and hardware, dedicated to improving the production process and the development of circular economy, thereby greatly improving the level of environmental protection management and the occupational health of employees.
Over the years, the company has promoted the development concept of "six spirits" and "responsible care, continuous improvement" to employees through various methods such as slogans, training for all employees, conference presentations, bulletin boards, and internal newspapers. "And" Responsible Care, Continuous Improvement "are integrated into the company's production and operation work, into the company's development strategy, so that employees are highly consistent with their thinking and actions, and passed to suppliers, partners, Customers and other relevant parties to gain their awareness and understanding; the company also repeatedly publicized to relevant parties through a variety of methods such as public open days, supplier thank-you meetings, sales meetings and so on.
In April 2014, after repeated consideration and consultation with employees, the company's management finally established the company's mission, vision and values.