In 2011, Sany Heavy Industry Group, with a market value of US$21.584 billion (about RMB 139.5 billion), was listed among the Global Fortune 500 for the first time, ranking 431st. Sany Heavy Industry became the first enterprise in China’s machinery manufacturing industry to enter the Fortune Global 500 rankings, and the only mainland Chinese private enterprise on the list.

　　In January 2012, Sany Heavy Industry spent 324 million euros to acquire 100% of the equity of Putzmeister, the world’s No. 1 brand in concrete machinery. In April, the acquisition was officially completed. “It advanced Sany’s international layout by five to ten years,” said Sany President Xiang Wenbo.

　　For China’s national manufacturing industry, Sany is not just Sany; it is always endowed with a meaning, a responsibility and a mission.

　　In September 2012, Sany Group’s acquisition of a wind farm project was subjected to US trade sanctions on the grounds of “endangering US national security.” Most Chinese enterprises investing overseas choose to swallow their grievances after suffering unlawful infringement, but Sany bravely took up legal weapons to defend its rights and dignity. The “Sany sues Obama” case sparked heated public discussion and was hailed as “a milestone for Chinese enterprises going global” and a sign of maturing in global commercial competition.

　　That Sany can bear such weight comes from its cultivation of itself. Liang Wengen firmly believes that “quality changes the world.” He persists on the path of independent innovation and has successively launched the world’s first hydraulic grader, Asia’s largest tonnage fully hydraulic rotary drilling rig, a 72-meter boom pump truck that set a world(5.80,-0.07,-1.19%) record, the “world’s No. 1 crane” 3,600-ton crawler crane, and the world’s first micro-bubble asphalt-cement mortar truck…… Its R&D technology and production capacity have reached the world’s top level. Liang Wengen believes that “for an enterprise, independent innovation is the spear and intellectual property is the shield. In market competition, only by holding the spear of independent innovation in one hand and charging into foreign markets, while gripping the shield of intellectual property in the other and firmly securing market share at home and abroad, can an enterprise develop rapidly and occupy a dominant position in international market competition.”