"To build quality projects with diligence and wisdom, to give back to society with compassion, and to embody the value and integrity of migrant workers—this is my dream and pursuit." So said Li Weiguang, Project Manager of Xiaoniu Coal Mine, Chuanjiu Company, Chongqing Energy Group.

    In 1992, Li Weiguang came down from the Wumeng Mountains and became a migrant tunneling worker. He was steady and hardworking, modest and eager to learn. Through self-study examinations in the mining specialty, he obtained a university diploma and soon became a team leader, captain, and project manager.

    In 1996, Li Weiguang, then a captain, led his entire team to the Zongling Coal Mine at an altitude of 1,579 meters to take on the battle of a transport main roadway with a cross-section of 13.35 square meters and a length of 2,796 meters. The geological conditions of this roadway were harsh: they had to overcome broken roof strata, heavy water seepage, and a long transport line, while also preventing and controlling high gas. He overcame the difficulties by starting with the organization of a labor competition themed "Three Comparisons, Three No's, and Creating a Quality Project," pooling collective wisdom, adopting a reduced cyclic advance and a support form of one mesh, one anchor, and one shotcrete layer to bring the roof under control and ensure safety. Because the roadway had heavy water seepage and a long transport line, large materials could not reach the working face; he took the lead in carrying them on his shoulders and back, which inspired the employees' enthusiasm for the labor competition and set a record of 304.6 meters of tunneling in a month.

    Upon completion acceptance of the project, the roadway quality was fully excellent, and the laid track passed the millimeter test as checked by a total station instrument. The Zongling Mining Group treated this project as a model project and came to observe and learn from it. In 1998, he was named a model worker of Guizhou Province and received the "May 1st" Labor Medal.

    Li Weiguang, who rose from a migrant tunneling worker to project manager, often said: "To build quality projects, one must have a high-quality team and a quality mindset." He personally formulated individualized training, adopted a "tailor-made" approach, highlighted new knowledge, new technologies, and new processes, and used highly practical training methods; he carried out on-the-job technical drills and skills competitions to maximize employees' safety and technical potential and promote the improvement of the team's overall quality and quality mindset. At the same time, he also built a platform for engineering and technical personnel to take on major responsibilities, focusing on improving college graduates' technological innovation ability and on-site problem-solving adaptability, so that they would internalize the mindset of quality projects.

    When construction of the coal bunker began, he worked with engineering personnel on technical breakthroughs and made bold innovations, abandoning the raise boring machine pilot hole method for coal bunker construction and adopting water exploration drilling for hole making and blasting for hole expansion. Since the coal bunker was only 26 meters deep, lowering and installing a raise boring machine was time-consuming and labor-intensive, and pouring the foundation for installation was difficult; he also carefully designed the "Construction Technology for Installing Liners in Small-Section Coal Bunkers."

    To make the innovative process succeed, he stayed underground directing operations for 20 hours until all expansion and brushing were completed, only then leaving the mine with an exhausted body.

    Li Weiguang is not only a model of hard work and diligence, but also a model of technological innovation. In mine construction affected by terrain, the hoist position deviated from the intake shaft opening by 7 meters, with a height difference of 19.8 meters, on an inclined shaft with a slope of 22 degrees. As downhill tunneling extended, hoisting and transport became an urgent problem to solve in construction. During the day he surveyed and conceived on site; at night he studied and repeatedly calculated, and designed a multi-stage directional hoisting and transport scheme, which won high praise from the mine owner.

    "Build one project, create one quality work" is Li Weiguang's persistent pursuit. To forge quality projects, he adopted a new operating method based on the standard of "three linkages and five assessments," which improved project quality and construction progress. When the quality inspection station and the supervision party used radar equipment to conduct a panoramic scan of the roadway supported by anchor mesh and shotcrete, there were no voids at all, and all indicators exceeded quality standards; the laid permanent track again passed the millimeter test as checked by a total station instrument, and the installation of two ventilation fans had no error. The entire project achieved zero accidents and zero errors as a high-standard quality project, and won the 2012 National Coal Industry Quality Project Award and the "Sun Cup" Project Award.

    Li Weiguang not only pursues quality in projects, but also does his utmost in charitable assistance. In 2010 and 2011, Aga Township in Guizhou, inhabited by the Miao ethnic group, suffered successive severe droughts. The Zhong River, which once roared through deep mountain gorges, dried up and stopped flowing, and the villagers were extremely anxious. Li Weiguang, who was in charge of construction there, witnessed the plight brought to the Miao people by the once-in-a-century drought: spring and autumn crops were almost completely lost, farmland was cracked, and drinking water became a very serious problem for the Miao people. Seeing his Miao compatriots suffering from the disaster, he was very anxious. He provided cement and steel bars free of charge to build a 300-cubic-meter domestic drinking water tank, and also provided more than 450 meters of steel pipes and sent people to help the villagers install water pipes to solve the drinking water problem.

    At the same time, he also pumped fissure water from the underground water sump into simple storage tanks for the villagers to use for emergency replanting of crops, so that they could reduce losses caused by the drought. To solve the living difficulties of the disaster victims, he decided to recruit affected villagers to work as workers on the project.

    Facing the extremely severe drought, Li Weiguang called on employees to help the villagers fight the drought with compassion. In 2010 he took the lead in donating 40,000 yuan in drought relief funds, and in 2011 he again provided 100,000 yuan to the disaster victims. Shi Guobin, village head of Zhonghe Village, Aga Township, Shuicheng, held Li Weiguang's hand tightly and said: "Manager Li, when we faced the severe drought, you extended a helping hand and solved our practical difficulties. We must thank you properly!" Li Weiguang said: "I am a migrant worker who came out of the poor mountains; these are all things I should do."