Company News_Jinbang– Manufacturer of PVC rigid calendered sheets

Jinbang Home Active Member Award Ceremony Symposium

“Jinbang Home” Positive-Element Award Symposium As an important platform for Jinbang Company to gather information and facilitate communication, “Jinbang Home” shoulders the mission of conveying information, sharing experiences, reporting on developments, promoting exemplary individuals, and showcasing outstanding achievements. Since its inception, it has enjoyed the support of the company’s management and widespread attention from employees, receiving submissions from all departments. Many of these outstanding contributions have enriched the content of “Jinbang Home,” vividly reflecting Jinbang’s corporate culture and providing an excellent platform for readers to “get to know Jinbang, understand Jinbang, and step into Jinbang.” To diversify topics and broaden sources of material, Jinbang Human Resources…

2018

Mountains are high and waters run long; fate lies in the Jinbang.

Guangdong Jinbang Plastic Packaging Co., Ltd. has actively expanded its recruitment channels, coordinating with the Shunde District Civil Affairs and Human Resources and Social Security Bureau and the District Employment Center to secure an opportunity to participate in a job fair held in Liangshan Yi Autonomous Prefecture, Sichuan. The company warmly welcomes our fellow villagers from Liangshan, Sichuan, to come work at Jinbang. A senior human resources specialist at Jinbang, packing his bag and brimming with anticipation, traveled over 2,000 kilometers to arrive in Liangshan, Sichuan, on the afternoon of November 30, thus embarking on the recruitment journey. At the job fair venue Preliminary preparations This marks Jinbang’s first attempt to recruit production workers en masse in another region. To ensure that these new colleagues, unfamiliar with the local environment, can smoothly begin their careers at Jinbang…

2018

Report on the Training Course “Trade Secrets and Confidentiality Awareness”

Report on the “Trade Secrets and Confidentiality Awareness” Training Session To further strengthen confidentiality efforts and enhance Jinbang employees’ awareness of confidentiality and sense of responsibility, at 10:00 a.m. on December 11, 2018, Jinbang Company organized a special training session on “Trade Secrets and Confidentiality Awareness” for selected staff members. During the session, the Director of Human Resources thoroughly explained the importance of confidentiality work, analyzed the current challenges and key issues facing confidentiality efforts, and introduced the “Five-Finger” method for ensuring confidentiality, thereby reinforcing Jinbang employees’ awareness of confidentiality and their sense of responsibility. Speaker: Director of Human Resources Training Scene

2018

Report on the Training Course “Talent Identification and Management”

Earlier Recap “Seventy percent of employees’ loyalty depends on the managers in each department. To foster employee loyalty, first you must tap into their intelligence and creativity, then assign them to roles that suit their strengths, and finally ensure they have ample opportunities for growth.” — Gallup, USA In the previous session of our “Discovering Employee Strengths” training, we introduced the definition and categories of strengths, as well as methods for identifying them. Employees play a vital role in corporate development; an organization’s progress hinges on their growth. Managers should diligently identify and leverage employees’ strengths in their daily work to boost overall efficiency. So how can we recognize high‑performing employees? To address this, Mr. Wu Guangchen, a management consultant at Jinbang Company, conducted the latest training session on December 1st. Let’s take a look at the key takeaways from this session. Report on the “Talent Identification and Management” Training Session On the morning of December 1, 2018, Mr. Wu, a management consultant at Jinbang Company, delivered a training session titled “Talent Identification and Management” at our company. Mid‑ and senior‑level managers from Daliang, Wusha, and Gaoming attended. During the session, drawing on real‑world examples, Mr. Wu explained how to identify talent across three dimensions: quality, thinking, and action. He emphasized that these three dimensions influence and reinforce one another, together forming the essential qualities of a capable professional. Mr. Wu also posed continuous questions, encouraging participants to reflect deeply on their own work experiences. Attendees freely shared their insights and observations regarding talent identification. //Training Scene// The chairman sat in the front row, attentively listening to Mr. Wu’s lecture and summarizing its key points: the three dimensions of talent identification can guide our work and help us enhance our capabilities. When facing challenges, we should actively seek out root causes, think critically, and persistently explore solutions—cultivating sound thinking habits. Over time, our abilities will improve. At present, Jinbang Company has laid a solid foundation for rapid growth. We must transition from a traditional enterprise to a learning‑oriented organization, where learning and innovation are paramount. I hope everyone keeps pace with Jinbang’s forward momentum—mentally embracing change and practically strengthening execution. Only then can our company remain competitive in the next stage. The deputy general manager remarked: “To determine whether someone is a high‑performing talent, we can compare them across the three dimensions of quality, thinking, and action. If we can honestly acknowledge our own shortcomings through such comparisons and translate those insights into concrete actions, I believe Jinbang’s reforms will gradually succeed. We must continuously strive to strengthen our team’s quality, thinking, and action capabilities, while welcoming more talented and capable individuals to join us, elevating Jinbang to even higher standards—boosting sales, ensuring consistent quality, satisfying customers, and introducing more technologically advanced, innovative products to the market.” Finally, the HR director stated: “Mr. Wu’s ‘Three‑Dimensional Talent Model’ directly aligns with our company’s core values. Our first core value, ‘Integrity and Responsibility,’ calls for accountability—precisely the essence of the first dimension in his model: quality. Our second core value, ‘High Quality and Efficiency,’ corresponds to the third dimension: action. And our third core value, ‘Pragmatism, Innovation, and Win‑Win Cooperation,’ resonates with the third dimension: thinking. Today, as Jinbang stands at the forefront of reform, Mr. Wu’s training could not have come at a more opportune moment. Compared to previous sessions, this one feels more profound and incisive, prompting deeper reflection and a stronger sense of urgency among all managers.” Key Takeaways from the Training The Three Dimensions of High‑Performing Talent: 1. Quality Quality refers to the fundamental traits—thoughts, perceptions, and character—that shape a person’s behavior and conduct. In the mindset of strength‑based management, the most essential qualities are responsibility and accountability. Without these traits, one cannot be considered a high‑performing talent. When assessing quality, the talent identifier places responsibility and accountability at the heart of its evaluation. According to strength‑based management theory, responsibility and accountability are the very roots of all positive qualities. 2. Thinking Thinking begins as the human brain’s process of abstracting and indirectly responding to objective realities through language. It builds upon perception yet transcends its limits, exploring and uncovering the intrinsic connections and patterns within things—a higher stage of cognition. Strength‑based management posits that one of the defining characteristics of high‑performing talent is the ability to diligently explore and discover the inner relationships and regularities of phenomena, develop new ways of thinking, solve novel problems, and achieve fresh goals. 3. Action Activities undertaken to achieve a specific goal can be broken down into behaviors and concrete actions. Strength‑based management theory holds that action encompasses two key attributes: the willingness to implement the outcomes of one’s thinking, and the capacity to do so effectively. Those who willingly put their ideas into practice and possess strong execution skills embody the indispensable qualities and capabilities of high‑performing talent. Twenty‑Four Identification Indicators for High‑Performing Talent: 1. Eight Indicators of Quality (1) Do you always seek subjective causes when problems arise? (2) Do you always seek objective causes when problems arise? (3) Do you occasionally look for subjective causes when problems occur? (4) Do you occasionally look for objective causes when problems occur? (5) Do you proactively change yourself when faced with issues? (6) Do you passively adapt when confronted with problems? (7) Do you demand others to change when problems arise? (8) Do you never ask others to change when problems appear? 2. Eight Indicators of Thinking (1) Are you willing to ponder problems? (2) Are you unwilling to ponder problems? (3) Are you good at thinking through issues? (4) Are you poor at thinking through issues? (5) Do you often reflect on problems? (6) Do you only occasionally consider problems? (7) Do you feel joyful whenever you think about a problem? (8) Do you feel repelled whenever you think about a problem? 3. Eight Indicators of Action (1) Are you willing to act on your thoughts? (2) Are you unwilling to act on your thoughts? (3) Are you skilled at turning your thoughts into action? (4) Are you unskilled at turning your thoughts into action? (5) Do you immediately put your ideas into practice after thinking them through? (6) Do you always wait a while before taking action after reflecting? (7) Do you achieve success in over 80% of your implementations? (8) Do you stop working when problems arise? Participants’ Voices “I gained a deep understanding of the three dimensions of talent identification. The course material was both thorough and easy to grasp, using examples and diverse perspectives to clarify methods for recognizing talent, which greatly enhanced my awareness of this topic.” — HR Manager “In everything we do, we must be responsible and accountable. Instead of constantly blaming others when problems arise, we should look inward and examine ourselves. When issues emerge, we need to think critically and creatively, considering different angles to find solutions and act swiftly.” — Warehouse Manager “As a manager, I must demonstrate responsibility, accountability, and strong moral character, while being adept at critical thinking. When problems arise, I should proactively seek their root causes, devise solutions, and collaborate with my team to analyze and resolve them—then follow through with decisive execution.” — Administrative Manager

2018

Strengthen Fire Safety Awareness to Ensure Production Safety

Jinbang Production Safety Knowledge Training Everyone talks about safety, and everything is done with safety in mind; we think about safety at all times and ensure safety everywhere. Production must be safe, and safety promotes production. Host: To enhance employees’ basic knowledge of production safety, raise their awareness of prevention, and strengthen their self-protection capabilities, Jinbang Company organized a training session on production and fire safety on the afternoon of November 22, 2018. The administrative officer served as the main lecturer, first introducing theoretical concepts related to production safety, followed by the screening of video materials on workplace safety. Each set of data and image in the videos was deeply alarming, helping employees profoundly appreciate the importance of safe production. Finally, the head of the Administration Department also led employee representatives in analyzing a recent safety incident at our company, enabling everyone to apply theoretical knowledge to real-world work situations. Training Scene Friendly Reminder: Differences Among Fire Extinguishers: 1. Dry Powder Extinguisher: Suitable for extinguishing fires involving petroleum products, paints, and organic solvents. It works by inhibiting the chain reaction of combustion. It is also effective for liquid, gas, and electrical fires (the dry powder has electrical insulation properties up to 50,000 volts). Some models can even tackle solid-material fires. However, dry powder extinguishers are not suitable for fires involving light metals. 2. Carbon Dioxide Extinguisher: These extinguishers use carbon dioxide stored under high pressure as the extinguishing agent. After use, they leave no residue, making them ideal for valuable instruments, archives, and computer rooms. They are non-conductive, so they can also be used on energized low-voltage electrical equipment and oil fires—but they should not be used on fires involving potassium, sodium, magnesium, aluminum, or similar substances. 3. Foam Extinguisher: Foam forms a blanket over the burning material, preventing air from reaching the surface. It is best suited for liquid fires, but it cannot handle water-soluble flammable or combustible liquids (such as alcohols, esters, ethers) or electrical fires. 4. 1211 Extinguisher (currently used by Jinbang Company): This type uses nitrogen pressure stored inside the cylinder to expel the 1211 extinguishing agent. It belongs to the stored-pressure category, and “1211” is the code name for bromochlorodifluoromethane. The 1211 extinguisher is primarily designed to combat initial-stage fires involving flammable and combustible liquids, gases, metals, and energized equipment; to put out early-stage fires affecting precision instruments, meters, valuable materials, precious cultural relics, books, and archives; and to address surface-level initial fires involving solid materials in aircraft, ships, vehicles, oil depots, hotels, and other venues.

2018

Understanding the Jinbang starts with the product.

To help employees become more familiar with the company and its products, on the morning of November 5, 2018, Jinbang Company’s procurement manager conducted an internal training session. During the session, the procurement manager provided a detailed overview of Jinbang’s product knowledge and analyzed common quality issues that arise during the production of PVC and PET products. Speaker: Procurement Manager – Luo Suihua Training Scene Throughout the session, participants diligently took notes and actively engaged by voicing their questions. Manager Luo patiently addressed each query, while the head of the Technical Quality Department also attended to offer guidance and clarification. Moving forward, Jinbang Company will continue to organize more internal learning and training activities, embracing the spirit of “learning without end,” and hopes that even more employees will join in future sessions.

2018

No exercise—no youth.

Daliang Employees’ Sports Festival—Fun Sports: Life Lies in Movement The 2018 Daliang Employees’ Sports Festival—Fun Sports Meet, the “Dongqing Cup” Unity and Progress Competition, kicked off on October 20, 2018. Participants from Guangdong Jinbang Plastic Packaging Co., Ltd. were brimming with enthusiasm as a thrilling contest of speed and passion unfolded—a spirited competition showcasing both strength and seamless teamwork. “Dongqing Cup” Unity and Progress Competition Rules: 1. Competition Date: October 20 2. Venue: Shunde No. 1 Middle School, Daliang Campus 3. Equipment: A soft, inflatable round drum, 1.2 meters in diameter, with an inflatable bouncy ball 4. Competition Rules: 1. Each team may register 15 participants; 8 will compete (4 men and 4 women). 2. Matches will follow a best-of-three format, with each game decided by a single set. Match positions—including preliminary rounds—will be determined by draw until the top 8 teams are identified. 3. Before the match begins, all 8 players must grasp the extended handles attached to the inflatable drum, and place the bouncy ball on top of the drum. 4. Upon the referee’s signal, players pull the handles to make the ball bounce within the drum. If the ball lands outside, it must be reset on the drum, and the number of bounces is tallied. The time limit is 3 minutes; when the referee blows the whistle to end the round, the team with the highest cumulative count wins. 5. In case of a tie, an additional minute will be played; if the score remains level, another minute will follow until a winner is determined. Commemorative Group Photo On the playing field, employees radiated passion, united in cooperation, and shone brightly. Memorable Moments Match Results: Guangdong Jinbang Plastic vs. Guangyang Liuhe — First Match: 241–268; Second Match: 244–278. Although Jinbang narrowly lost this encounter and missed advancing to the next round, vitality and teamwork remain our defining traits. Regardless of the outcome, savoring the journey is what truly matters. With a shared goal in mind, we gave it our all. This sports event not only enriched employees’ sporting and cultural lives but also highlighted their tenacious spirit and fostered a strong sense of teamwork. We hope the athletes will keep up the good work and help Jinbang achieve even greater success in the future!

2018

Sales Management Expansion Meeting and Marketing Strategy Training

Jinbang Company held an expanded sales management meeting and marketing strategy training on October 17, co-hosted by the HR Director and management consultant, Teacher Wu. A total of 23 people attended, including members of Jinbang’s management transformation team and the sales team. This expanded sales management meeting adopted a completely new format—facilitated meetings—where the moderator acted as a facilitator to encourage participants to actively share their ideas and engage in discussions. First, Director Wu presented several sets of sales data, illustrating Jinbang’s current situation in areas such as sales performance, payment collection, and customer segmentation. Participants then thoroughly discussed the company’s strengths and weaknesses in sales, using a visual “guidance wall” to visually map out their viewpoints. Following this, after a comprehensive analysis of these strengths and weaknesses, they formulated the first round of solutions aimed at boosting the company’s sales performance. Management consultant Teacher Wu Guangchen provided on-site guidance to the sales team and conducted a training session titled “Marketing Strategies for Production‑Related Products.” In light of our company’s product characteristics, he proposed transforming our marketing approach: a) shifting from mass‑man tactics to a lean‑force strategy; b) transitioning from traditional selling to knowledge‑based marketing; c) elevating interpersonal relationships into value‑added services; and d) evolving from corporate business schools to corporate academies. These suggestions offered fresh perspectives and insights into sales, broadening our understanding. Upon completion of the training, under Director Wu’s guidance, participants embarked on a new round of discussions regarding concrete actions to implement sales improvements. The six projects identified during the expanded sales meeting were consolidated into three major categories: 1. Sales compensation, incentives, and management systems (including development expenses, salesperson attendance, and delivery‑date communication); 2. Training and learning initiatives to shift mindsets and enhance skills (covering both the sales and operations teams); 3. Handling customer quality issues (with clear divisions of responsibility among production technology, quality control, and planning teams). Each project will be further advanced through dedicated follow-up meetings. After the meeting, sales team members shared their impressions. Here are some of their thoughts: “This training has stirred something deep within me. I’ve gained profound insights and reaped substantial benefits. Although I had previously considered these issues, my understanding was still incomplete. This session has broadened my thinking and elevated my perspective, making my future direction clearer and more deliberate. Professor Wu broke down the topic into several key areas: 1) our sales team’s strengths; 2) the challenges we currently face; 3) the strategies we’ve devised to address them; and 4) actionable steps to drive sales improvement. As frontline warriors, conduits of our company’s business philosophy, and guides for customers purchasing materials, we must excel beyond others, possess broader expertise, and demonstrate deeper insight. In conversations with clients, we need to take the lead—reading between the lines, adapting flexibly, and engaging effectively. That’s why enhancing our sales skills is absolutely essential. But how do we improve? There’s no single answer. One principle stands out: let theory guide practice, and let practice validate theory; let action shape thought, and let thought support action. Summarize experiences, analyze causes, and learn from mistakes. ‘Live and learn’—constantly arm yourself with knowledge. Erase yesterday’s failures, secure today’s successes, and design tomorrow’s brilliance.” —Sales Deputy Manager “The sales meeting held on October 17 was a great success. Its brainstorming‑style format sparked tremendous enthusiasm and initiative among all participants. First, Director Wu presented preliminary data to the sales staff and department heads, providing a clear overview of Jinbang’s current status in sales, payment collection, customer tiers, and other key areas—highlighting both our strengths and weaknesses. Next, Professor Wu offered unique insights into improving managerial capabilities, communication skills, and overall professionalism. Drawing on his own extensive sales experience, he shared effective promotion strategies, marketing pathways, and practical methods, emphasizing that the most crucial step for marketers is to elevate their personal qualities, surpass themselves, and increase their intrinsic value—marketing themselves. Professor Wu also pointed out the significant influence of corporate culture on product sales, urging every company to cultivate its own distinctive identity—from corporate business schools to corporate academies. At present, Jinbang’s corporate business school is already off to a very strong start. Finally, Director Wu guided everyone in collectively identifying Jinbang’s key strengths in sales through open discussion, categorizing them into major groups. Participants also voiced areas where sales could be improved or shortcomings that needed addressing, compiling these observations into a list of actionable items. As members of Jinbang, we can immediately begin implementing measures to rectify the current situation, while also voicing the concerns of our sales team. The entire meeting lasted all morning, maintaining high energy and enthusiasm throughout. It was a highly successful training session, and we hope it inspires everyone to contribute creative ideas and take concrete actions—starting with ourselves—to become even more valuable assets to the company and deliver stronger results for our sales efforts!” —Foreign Trade Officer “Through this session, we at Jinbang have gained a clearer understanding of our own shortcomings, pinpointing specific areas where we need to strengthen, refine, and elevate our overall capabilities. One point that resonated deeply with me was Professor Wu’s emphasis on ‘adding value.’ This ‘value’ doesn’t simply mean increasing profit margins—it refers to what our products can offer beyond mere functionality. For example, when addressing a client’s specific challenges, we can propose a series of corrective measures, allowing customers to appreciate our robust corporate culture and rich heritage. In doing so, we may attract orders without even having to aggressively promote our products. Large clients don’t lack suppliers who focus on delivering excellent products; good products are certainly important, but complementary services and added value are equally critical. If we nail these elements, our relationship with customers transcends mere supplier‑user dynamics—we may even become trusted mentors, earning their respect and admiration. When salespeople embody these qualities, orders will pour in, and word-of-mouth will spread rapidly—ten people telling a hundred, and a hundred telling a thousand.” —Sales Representative “Only by elevating the professional standards of our sales team and fostering seamless collaboration across production, logistics, and back‑office functions can we fundamentally enhance our products’ market competitiveness and increase our market share. By pooling wisdom and uniting as one, we can move forward steadily, taking each step of change with determination. The victorious bloom of improved sales is sure to blossom.”

2018

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Contact phone number

86-757-22213007/22227324

Contact Email

18807652601@163.com

Contact Address

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

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