On 25 June 2026, the 2026 Preparatory Program trainee achievement sharing and assessment meeting was held in the classroom on the seventh floor of the company headquarters. Chairman Zhou Xinji and other senior company leaders attended the entire session.
In light of the current age structure of the company’s management and its future development needs, and with the training courses personally planned and drawn up by the Chairman, the Human Resources Department and the Compliance Department organized and delivered the 2026 Preparatory Program training. Under the training plan, 27 trainees completed eight days of intensive study from 8 to 15 June, taught by seven externally engaged experts. The curriculum covered “Overall Awareness and Strategic Thinking,” “Leadership and Team Management,” “Professionalism and Execution,” “Business Etiquette and Communication Skills,” “Compliance Management Practices for Private Enterprises,” “Compliance Management Practices for Work Safety,” and “Looking Ahead to the 15th Five-Year Plan: Striving on a New Journey.” Principal heads of the company’s production, quality, equipment, environmental protection, finance and compliance departments also lectured the trainees, and a quality development session was held on 16 June.
At the sharing and assessment meeting, each trainee shared their takeaways from the nine days of study and their outlook on future work in the light of their own job responsibilities. Chairman Zhou Xinji and other company leaders asked on-the-spot questions and made comments on each trainee individually based on the content of their reports together with their positions and areas of business, and set out hopes and directions for each trainee’s future efforts.Chen Bing, Senior Vice General Manager of the company, stressed in his summary of the Preparatory Program training that the program was not a simple intensive study session but a strategic project serving the company’s long-term development. For an enterprise to develop over the long term, its foundation lies in its business, its core in its talent, and its future in young key staff. Mr. Chen stressed that the end of the training marked precisely the beginning of practice, and put forward four expectations for the trainees. First, apply what is learned and unite knowledge with action. Knowledge that stays only in notes and in the mind amounts to empty talk. Mr. Chen hoped the trainees would take the initiative to bring the methodologies, tools and cases from the training into their daily business, dare to test new ideas in concrete projects, verify understanding through action and feed results back into learning. Every operation, every report and every conversation with a customer is a test of the unity of knowledge and action; only through repeated practice can it be internalized as instinct, allowing capability to take root and grow through application. Second, work together and pool strength. One tree does not make a forest; however outstanding an individual may be, he or she cannot match the combined strength of a team. Mr. Chen hoped the trainees would actively integrate into the collective, respect their partners’ division of roles, make no distinction between self and others in the face of a shared goal, and serve as each other’s support in the face of difficulties. They should view colleagues’ strengths with appreciation and accept differences with an open mind, gathering each person’s shining points into a brilliant light, so that the team can unleash the mighty power of “1+1>2” and overcome one difficulty after another. Third, strengthen communication and coordinate with one another. Sound communication is the cornerstone of coordination. Mr. Chen hoped the trainees would not speculate or evade in their work, but would proactively report progress, give timely feedback on problems and express needs clearly, while also listening patiently to others’ views. Across departments and levels, they should break down barriers with an open attitude, replace information silos with information sharing and dissolve misunderstandings through sincere dialogue. Every effective communication raises efficiency and builds trust. Fourth, be strict with oneself and temper one’s will. The workplace is a long-distance race, and only the self-disciplined can go steady and far. Mr. Chen hoped the trainees would strictly observe professional ethics, hold rules and processes in respect, pursue excellence in every detail and take full responsibility for results. At the same time, they should face setbacks and pressure with resilience, treating challenges as a whetstone, without complaint or retreat, polishing patience through repetition and forging tenacity in adversity.Mr. Chen hoped the trainees would turn what they had learned in the classroom into momentum for moving forward, refine genuine knowledge through practical work, and always keep an “empty cup” mindset — never complacent because of past achievements, never slackening because they are familiar with the business, and always maintaining a hunger for new knowledge and a sensitivity to change. He encouraged them to treat every day as a starting point, set off lightly toward higher goals, and, on a journey in step with the company, help each other succeed and jointly write a new chapter of growth.It was noted that, in order to evaluate comprehensively, accurately, objectively and fairly the trainees’ nine days of study and the effectiveness of the training, the Human Resources Department drew up a trainee assessment plan. In addition to the learning achievement reports, the trainees would be profiled from multiple dimensions on the basis of the professionalism and completeness of their answers on site and their overall performance during the training, providing a basis for the company’s talent selection.
