Company News_Jinbang– Manufacturer of PVC rigid calendered sheets

New Employee Orientation: Unleashing Your Unlimited Potential

In the golden autumn of October, the joy of harvest fills the fields. In this new October, we encounter sunshine, wisdom, and resonance—meeting that version of ourselves brimming with sunlight, whose smile radiates openness and confidence. On October 13 and October 15, 2018, Guangdong Jinbang Plastic Packaging Co., Ltd. held an orientation training for its new employees, helping them discover a brand-new self. New hires are the company’s fresh vitality; their arrival infuses the organization with renewed energy. Such onboarding programs enable newcomers to quickly adapt to their roles, integrate into the team, and unlock their potential and value more swiftly and fully. “The sky is clear and bright, adorned by three radiant lights.”

2018

Jinbang’s Core Values and Ten Visions

On the morning of September 13, 2018, the management team of Guangdong Jinbang Plastic Packaging Co., Ltd. held a meeting to deliberate on corporate cultural matters. During the meeting, they reviewed Jinbang’s core values and its ten major visions. ◆ ◆ ◆ Jinbang Core Values: Integrity, Responsibility, Quality, Efficiency, Pragmatism, Innovation, Win-Win Cooperation Jinbang Ten Major Visions: ▲1. At Jinbang, no job is deemed high or low; everyone can fully leverage their talents and abilities. ▲2. At Jinbang, every employee’s hard work is rewarded fairly, ensuring mutual growth between individuals and the company. ▲3. At Jinbang, everyone maintains a strong sense of urgency, giving their all each day; there are no fixed roles, nor any permanent markets. ▲4. At Jinbang, character and mindset take precedence over technical skills. When selecting talent, we prioritize integrity and honesty, along with an open, collaborative, and responsible attitude. ▲5. At Jinbang, people unite in cooperation, trust one another, and form cohesive, highly efficient teams. ▲6. At Jinbang, we provide customers with high-quality products and highly efficient services. ▲7. At Jinbang, we drive development through technology and shape the future with innovation—technology and innovation are at the heart of our work. ▲8. At Jinbang, revitalizing China’s national industries and becoming the benchmark for plastic sheet, film, and packaging products is our dream. ▲9. At Jinbang, partnering with charitable causes and giving back to society is our original aspiration. ▲10. At Jinbang, we keep pace with the times, forge ahead bravely, and remain ready to meet every challenge.

2018

Ancient Mirror Basketball Tournament

Jinbang Company Sports Event Report On August 1, Jinbang Company organized its basketball enthusiasts to participate in the Fifth Youth Employees’ Basketball Tournament held in Gujian Village. Through the players’ unity and tenacious effort—actively contesting every possession on the court and maintaining an indomitable, never‑give‑up spirit—they advanced to the semifinals as group leaders. In the final on September 2, Jinbang Company faced Kanggesi Community in the third-place playoff. As soon as the referee’s whistle blew, the match kicked off promptly at 7:30. Right from the start, our team hit their stride, with players aggressively battling for every rebound and executing seamless teamwork, unleashing their passion and energy. The score remained tightly contested, with points trading back and forth in a thrilling display of skill—featuring smooth ball handling, dazzling dribbling moves, exquisite passing combinations, and swift fast breaks. The game was fiercely competitive, the atmosphere electric, and the action reached one exciting climax after another. The players’ masterful technique and fluid coordination earned them round after round of applause from the spectators. As time ticked away, the referee’s long whistle signaled the end, and Jinbang Company fell short, losing 31–40 to Kanggesi Community and finishing in fourth place. After the match, the players unanimously agreed that they would work even harder in the next tournament and aim for the championship. Highlights By promoting sports activities, Jinbang Company seeks to further strengthen its corporate culture and spiritual civilization, encouraging employees to embrace a healthy and joyful lifestyle—an endeavor of profound significance for enriching their cultural lives. Moving forward, the company will continue to organize a wider variety of sporting events, enabling employees to reap the dual rewards of material and spiritual fulfillment.

2018

Identify strengths to enable both the company and its employees to grow together.

In the previous installment of “Focus on Strengths, Empowering Talent to Excel—The ‘Strengths-Based Management Model’ Training Course,” we introduced the foundational theories and management model of strengths-based management, as well as the key differences between this approach and traditional management methods. Employees play a vital role in corporate development; an organization’s growth is inseparable from the personal and professional growth of its workforce. Managers should diligently identify and leverage employees’ strengths in their daily work to enhance overall organizational efficiency. Accordingly, on August 18, Mr. Wu, a management consultant at Jinbang Company, conducted the latest training session. Let’s explore the valuable insights shared during this session. Discovering Strengths: Enabling Both Companies and Employees to Grow Together — A Report on the “Discovering Employee Strengths” Training Course On the morning of August 18, 2018, Mr. Wu, a management consultant at Jinbang Company, led a training session titled “Discovering Employee Strengths” at our company. Mid- and senior-level managers from Daliang, Wusha, and Gaoming attended the event. During the session, Mr. Wu elaborated on various aspects, including the definition of strengths, the importance of identifying employee strengths in everyday work, and several practical approaches and methods for doing so. The chairman, deputy general manager, and director of human resources also offered their perspectives. The chairman emphasized the significance of valuing every training opportunity and applying what was learned to real-world situations. Regarding upcoming changes, Chairman Luo outlined the company’s three-year goals: becoming the most competitive PVC sheet manufacturer in China, along with a series of planned transformations, such as the introduction of new equipment. He added that additional strategies and measures would be rolled out gradually, and everyone must fulfill their roles as effective implementers. The deputy general manager underscored the need to shift mindsets and methodologies, fostering harmonious collaboration across departments to support the company’s strategic objectives. He further stated that the content presented by Mr. Wu would be thoughtfully integrated into the company’s ongoing initiatives, propelling its continued growth. The director of human resources addressed the issue of employee complaints, offering a balanced perspective while highlighting specific steps being taken to advance the company’s transformation. These include adjusting working hours, implementing alternating workweek schedules, and encouraging constructive suggestions—all aimed at enhancing productivity within designated working hours. Finally, Director Wu painted a compelling vision for the company’s future: “We are like a warship, poised to sail ever farther through challenges and embrace meaningful change.” Highlights from the Training Session 01 A New Definition of Strengths The term “strength” has broad applicability—ranging from surpassing competitors to making even modest personal progress. As long as there is improvement, there exists a strength, even if it cannot yet match others. What matters is recognizing one’s own progress and treating it as a strength. 02 Employee Strengths Are Essential for Corporate Success By uncovering employees’ inherent strengths and helping them recognize these assets, organizations can address underlying issues and foster continuous growth. Leveraging strengths forms the foundation for personal development and serves as the first step toward success. Effectively managing employee strengths is a cornerstone of organizational and team success, indispensable for sustained growth. 03 Classification of Strengths Strengths can be categorized by nature into latent strengths, manifest strengths, and emerging strengths; by scope into point strengths, line strengths, and surface strengths. Each type carries distinct characteristics, requiring tailored approaches to motivate and nurture their full potential. Mr. Wu outlined several strategies: (1) effectively incentivize employees to strive continuously; (2) harness external motivation to positively propel strengths; (3) set clear objectives, identifying both individual strengths and the specific strengths needed by the organization; (4) adopt a proactive stance, actively seeking and cultivating strengths; and (5) provide timely encouragement, seizing opportunities to inspire and reinforce strengths. Delaying such efforts until it’s “too late” risks losing those very strengths. 04 Identifying Employee Strengths Is Paramount “When you tap into each person’s strengths, everyone becomes a talent; when you focus on their weaknesses, everyone becomes mediocre.” All talents are cultivated and developed by managers—not bestowed from above. If a company lacks talent, it must reflect critically—managers included—on whether they have adequately nurtured and utilized their workforce. In nurturing talent, discovering employee strengths plays a crucial role. Managers must possess keen judgment and a positive mindset to fully unlock and develop these strengths. ※ Factors Influencing Managerial Judgment of Strengths Five key factors shape managerial assessments: a. Perspective: Different viewpoints yield differing interpretations of strengths. b. Role: Employees and managers hold distinct roles, leading to varied perceptions of strengths. c. Values: Varying value systems influence how strengths are evaluated. d. Emotions: Emotional states affect managerial judgments about strengths. e. Personality: Individual traits and dispositions significantly impact how strengths are perceived. ※ Five Mindsets Essential for Uncovering Strengths a. An Inclusive Attitude: We often find it easier to spot flaws than strengths—this reflects a lack of inclusiveness among managers. True inclusivity means embracing both strengths and shortcomings, enabling deeper insight into employee strengths. b. A Growth-Oriented Mindset: Employee strengths may initially appear subtle or inconspicuous; only by adopting a developmental perspective can one truly discern them. c. Equal Respect: Viewing employees as the company’s core competitive advantage inspires attentive discovery, cultivation, and utilization—even when strengths are still nascent. d. Proactive Engagement: Identifying strengths requires not only the right mindset but also a proactive approach. e. An Appreciative Eye: Regardless of size or intensity, every strength deserves recognition and appreciation. ※ Five Paths to Discovering Strengths a. Discover strengths through learning. b. Identify strengths in the workplace. c. Uncover strengths during social interactions. d. Find strengths within organizational activities. e. Detect strengths amid employee complaints. ※ Five Methods for Uncovering Strengths a. Observation: Careful scrutiny of employees’ words and actions to compare, assess, and pinpoint strengths. b. Comparison: Analyzing similarities and differences among individuals to reveal commonalities and distinctions. c. Analysis: Starting from presumed strengths, systematically identifying contributing factors and evaluating their interplay to confirm their validity. d. Inquiry: Engaging employees directly—face-to-face, in writing, by phone, or via email—to elicit information about their strengths. e. Retrospective Review: Revisiting employees’ work histories and life experiences to unearth hidden strengths. Participant Feedback Sales Supervisor Guo Yaoliang: “The greatest value of this training lies in improving my ability to manage team dynamics, optimize team roles, strengthen cohesion, and achieve our goals more effectively.” Human Resources Specialist Hong Lijun: “We need to shift our mindset—from focusing solely on identifying weaknesses to embracing strengths. Whether you’re a manager or an ordinary employee, cultivating an inclusive attitude and viewing colleagues through the lens of strengths is essential.” Accountant Liang Simin: “Company leaders must undergo a mental shift, proactively seeking employee strengths rather than fixating on correcting weaknesses. After all, building a stronger ‘wooden bucket’ by addressing shortcomings is less valuable than discovering and nurturing existing strengths.” Deputy Accounting Supervisor Feng Ruiting: “We must learn to detect strengths even amidst complaints—paying close attention to employees’ grievances, understanding their root causes, and finding positive nuggets within their concerns to reexamine systemic issues in management.”

2018

Focus on strengths to help talent become increasingly outstanding.

On the morning of July 28, 2018, Mr. Wu Guangchen, a management consultant from Jinbang Company, conducted a training session at our company on the theme of “The Strengths-Based Management Model.” A total of 43 mid- and senior-level managers attended the session. During the class, Mr. Wu elaborated from multiple perspectives on the importance of people in corporate development and the necessity for managers to identify employees’ strengths in their daily work. He then introduced the content and model of strengths-based management. The training focused on the following key points: 1. People are at the core of enterprise management; companies must prioritize identifying individual strengths. Current management practices often fall into five common pitfalls: overemphasizing task management while neglecting people; focusing solely on weaknesses rather than strengths; using systems that merely constrain problems without fostering strengths; prioritizing control over understanding; and managing employees through outdated, generational‑based psychological assumptions. 2. The strengths‑based management model. This approach takes strengths as its starting point, centering on discovering, nurturing, and leveraging employees’ strengths. Its goal is to reinforce existing strengths through identification, cultivation, and application, while guiding employees to develop new strengths aligned with the company’s strategic needs. At the same time, strengths‑based management also stresses that managers should pay attention to employees’ weaknesses, treating them as complementary areas to be nurtured. Through clear expectations, open communication, and targeted guidance, these weaknesses can be transformed into opportunities for growth. 3. Five key differences between strengths‑based management and traditional management methods: - Different fundamental philosophies: Strengths‑based management advocates promoting good to suppress bad. - Different starting points: It places strengths at the heart of all managerial decisions. - Different approaches and methods: It emphasizes continuously identifying, cultivating, and maximizing employees’ strengths, ensuring both employee growth and corporate development remain aligned with strengths. - Distinct characteristics: Strengths‑based management views motivating employees’ strengths as the most effective tool for successful enterprise management. - Attitude toward employee issues: It adopts an inclusive stance, embracing and addressing employee challenges. 4. Managers can assess talent from three angles: - Accountability: When problems arise, seek root causes within oneself first, rather than blaming external factors. - Thinking: Be willing to reflect on issues and think critically. - Action: Demonstrate willingness, eagerness, and capability to take action. 5. Every employee possesses unique strengths, and every organization has its own distinctive talents. If we harness each person’s strengths, everyone becomes a valuable asset; if we focus only on their shortcomings, everyone risks becoming mediocre. All talent is cultivated and developed by managers—it doesn’t simply appear out of nowhere. When a company lacks talent, it must pause to reflect—managers included—because failing to nurture and utilize talent ultimately leads to missed opportunities. 6. Mr. Wu also discussed the application of Buddhist wisdom in management. He cited General Chen Yi, who calmly played chess even under enemy artillery fire, illustrating how calmness, objectivity, inner cultivation, and patience enable one to see the truth and make sound, evidence‑based decisions. He further noted the Buddhist principle that “all sentient beings possess the Buddha‑nature and virtues,” meaning that every living being—including animals—has the same inherent wisdom as the Buddha. So why aren’t ordinary beings Buddhas? Because their own minds create barriers, mistaking false, illusory thoughts for reality and clinging tightly to them, thus preventing them from attaining Buddhahood. 7. Summary of key takeaways: Following the session, Ms. Wu Juhong, Director of Human Resources, reviewed the main insights shared during the training and outlined upcoming initiatives launched by the HR Department and the Business School. These include the newly launched DingTalk platform for workplace communication, the newly established corporate newsletter “Jinbang Home,” the newly activated Jinbang official WeChat account, and an intelligent learning platform. As these departmental efforts continue to mature, the HR team will play an increasingly pivotal role in driving organizational change and providing strategic support for the company’s operations. 8. Q&A and interactive discussion: Deputy General Manager Luo Mingyou, along with High‑Ming Company Manager Liang Weihao, engaged in a lively exchange with Mr. Wu. Deputy GM Luo voiced his concerns about day‑to‑day management challenges: employees often lack motivation, showing insufficient enthusiasm and diligence, and despite repeated conversations, no meaningful improvements have been observed. In response, Mr. Wu analyzed the situation and shared his personal insights. First, he emphasized the importance of effective communication between managers and employees—if communication falls short, managers need to enhance their managerial skills and interpersonal communication techniques. Second, he suggested leveraging culture, emotion, and human connection to inspire and uplift employees; if these measures prove ineffective, managers should reconsider whether to retain certain staff members. 9. Post‑training reflections from participants: - Deputy General Manager Luo Mingyou: In management, tasks should be tailored to individual capabilities, accompanied by ongoing training, monitoring, guidance, appropriate delegation, and supportive assistance. For business growth, we should leverage the company’s strengths more effectively. - Administrative Department Manager Zhang Xueyi: In administrative work, it’s crucial to recognize and value employees’ strengths, actively solicit their feedback, and continuously refine processes based on real‑world conditions. By doing so, employees can feel a stronger sense of belonging and empowerment, thereby enriching the company’s culture. - Sheet‑metal Sales Supervisor Chen Wenke: Understanding how to identify and cultivate employees’ strengths helps strengthen and expand the company’s culture, driving genuine growth. At the same time, I’ve come to appreciate the importance of maintaining the right attitude and mindset when collaborating across departments. I’m committed to becoming a manager who is accountable, thoughtful, and decisive. - Technical Department Head Li Changfen: The greatest benefits of this training are: (1) gaining clearer guidance on my own management methods and models; (2) developing employees’ strengths and assigning them roles they can handle effectively; and (3) adopting approaches and attitudes that combine encouragement with inclusiveness. - Employee Chen Chuyi: As a manager, I must master the art of leveraging talent—people are the cornerstone of enterprise management, and only exceptional individuals can achieve outstanding results. By managing employees’ strengths, I can help them improve their performance, gradually reduce their weaknesses, and propel overall organizational progress. As an employee, I too should be aware of my own strengths and weaknesses, dare to voice them, cooperate willingly, correct myself, and gain deeper self‑understanding. Moreover, I must continually enhance my learning capacity—only through lifelong learning can we innovate and keep pace with society’s evolving trends.

2018

Strengthen human resource management and attract and cultivate technical talent.

Strengthening Human Resource Management and Attracting and Cultivating Technical Talent After more than 20 years of development, the company has steadily grown in scale, with improvements in technology and product quality. However, in recent years, it has not made significant investments in technological upgrades, leaving its products at a mid-range level. As the market evolves and becomes increasingly competitive, for the company to continue growing, adapt to changing market conditions, and avoid being left behind, it must enhance its competitiveness. To achieve this, there are three key approaches: first, implement management reforms to leverage human resources, tap into employees’ strengths, and bolster the company’s soft power; second, increase investment in technology by attracting and cultivating talent to drive innovation; and third, transform the marketing model by introducing more incentive‑linked criteria to boost sales staff motivation. Under the leadership of Director Luo and with the guidance of Teacher Wu, the company has launched a management reform, which I believe is both timely and essential. This transformation is not just lip service—it involves concrete, practical changes, such as implementing ERP systems to strengthen process management through digitalization and aligning corporate growth with employee development via equity‑based incentives. The cornerstone of these reforms lies in effective human resource management. A thorough reassessment of the company’s current HR practices is urgently needed, because whether a business can grow and thrive often hinges on its people. Proper allocation of human resources facilitates smoother operations and significantly boosts efficiency; otherwise, the company risks losing critical market opportunities. First, we must reorganize job roles and staffing levels, clearly defining each person’s responsibilities so that everyone has meaningful work, specific tasks, and measurable goals. We cannot allow all employees to perform at the same mediocre level or fail to distinguish between good and poor performance. Accountability must be firmly assigned to every individual, reducing idle or underperforming personnel and establishing a mechanism of survival of the fittest, fostering an atmosphere where everyone strives together, leverages their strengths, and works as a cohesive unit. Only such a team possesses real fighting power, enabling both employees and the company to grow hand in hand. Technology and quality are pivotal to a company’s growth and success, and this round of reforms should prioritize advancements in these areas—increasing technological innovation and further elevating product quality. At the heart of technological progress remains human capital; therefore, we must combine aggressive recruitment of technical talent with robust internal training programs. Currently, the company’s efforts to attract technical expertise remain insufficient. We need to actively recruit graduates from relevant colleges and research institutions and cultivate a culture within the company that encourages process improvement and technological advancement, while offering enhanced rewards to motivate continuous progress in both technology and quality. In addition, we are planning reforms in the marketing realm. At present, sales representatives’ performance is evaluated solely based on sales volume. Moving forward, we will refine the performance appraisal system to link compensation not only to sales but also to pricing strategies and timely payment collection, thereby driving broader changes in our management approach. Luo Mingyou, Deputy General Manager of Jinbang Plastic Packaging Co., Ltd. and member of the Jinbang Management Reform Leadership Group: “Reform creates a win-win situation for both employees and the company. Launching this management overhaul aims to propel the company toward even greater growth and serves as an effective strategy for attracting and retaining top talent. Like giving birth, change inevitably brings some pain and may temporarily affect certain interests, but in the end, it ushers in greater happiness and lays the groundwork for the company’s next leap forward. Through reform, both the enterprise and its workforce can flourish—employees gain opportunities for personal and professional development, feel a stronger sense of belonging, and adopt a mindset that goes beyond simply working for money to embrace shared growth with the company.” He recommends that the company proceed step by step, gradually embedding new ideas and refining management practices over time, gently guiding employees’ mindsets and awareness rather than imposing abrupt changes. Additionally, he suggests showing greater care for employees—for instance, considering the needs of male workers in factory settings, who often face challenges related to relationships, and organizing social events with neighboring companies once a month or once per quarter. Sun Xianwei, Production Supervisor of Workshop No. 2 at Jinbang Plastic Packaging Co., Ltd.: “Voices from the Frontline” Huang Hongxiang, Production Team Leader at Jinbang Plastic Packaging Co., Ltd.: “The company’s management reform benefits frontline supervisors. Standardized processes—such as digitalization—make team management much easier once implemented.” Shang Shiling, Production Team Leader at Jinbang Plastic Packaging Co., Ltd.: “It’s entirely natural for a company to initiate management reforms at this stage of its development. These changes bring tangible benefits to employees, especially in terms of expanded opportunities for personal growth, and I hope they also help improve working conditions on the shop floor.” Wang Qinming, Production Worker at Jinbang Plastic Packaging Co., Ltd.: “The management reform could make our operations more standardized. I sincerely hope it improves the workshop environment, ensuring stricter adherence to 6S principles and better implementation of these standards.”

2018

Sales Star

On the morning of August 2, 2018, at 8:30 a.m., the Jinbang Division’s Sales Department officially kicked off the award ceremony for the “Sales Star” of June 2018 in its conference room. A total of nine employees participated in this selection process. Scores were calculated by weighting six key criteria: “number of new customer deals closed,” “number of customers with outstanding receivables,” “collection rate,” “total amount collected,” and “sales revenue.” The employee with the highest overall score was named this month’s Sales Star. After a month of hard work and dedication, Sales Representative Hu Jiahao ultimately claimed the title of Sales Star for June, earning a total score of 97.35 points. At the awards ceremony, Sales Star Hu Jiahao delivered an acceptance speech, expressing his heartfelt gratitude to senior sales colleagues for their support and encouragement. Finally, Sales Manager Huang Jianquan addressed the gathering, commending the Sales Department’s team for their achievements in June, analyzing the current market conditions, and outlining the next phase of the sales strategy. Only through the sales team’s relentless efforts to expand into new markets, coupled with steady internal production operations and the dedicated contributions of all functional departments, can we attract more high-quality clients. With every department at Jinbang united as one, working together with unwavering determination, we can build an even brighter future. (Far right) joined Jinbang’s Sales Department on November 13, 2017, taking up the position of Sales Representative. In his daily work, after months of persistent effort, he continuously honed his professional skills, remained humble in seeking guidance, and courageously embraced constructive criticism. Under the leadership of his sales supervisor, he quickly developed into a competent sales representative, earning consistent recognition for his performance.

2018

Quality: The Lifeline of the Enterprise

On August 7, 2018, the Sheet Materials Division held its July quality meeting, which was attended by Deputy General Manager Luo, Director Wu, Manager Huang, Assistant Manager Chen, and department heads. The meeting began with a review of June’s quality issues and the corrective measures implemented. Following this brief recap, workshop supervisors conducted root-cause analyses of customer returns and complaints received in July and proposed corresponding corrective actions. During the session, participants shared their views on existing quality challenges and factors affecting product quality, emphasizing the urgent need to ensure and enhance product quality stability. Quality hinges on individual accountability. If, when quality problems arise, we simply shift blame outward, the company cannot survive—this underscores an issue of attitude. Avoiding personal responsibility is a common pitfall, whereas outstanding managers and employees take ownership of outcomes. As a manager, one should first learn to identify problems within oneself; by recognizing and resolving these internal issues, they can drive team improvement and contribute to the company’s overall progress. A company is like a machine, assembled from thousands of components, each with distinct functions. Each of us, in our respective roles, is a small part of that whole. Only by fulfilling our own responsibilities and continuously improving ourselves can we ensure the machine operates smoothly and produce higher‑quality products.

2018

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Contact Address

No. 38, Fengxiang Road, Fengxiang Industrial Zone, Daliang, Shunde District, Foshan City, Guangdong Province

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