We are members of Jinbang. For the revitalization and development of our company, we resolve to: with a strong sense of ownership and a spirit of taking responsibility, actively engage in the company’s management transformation; always keep in mind: integrity, dedication, humility, down-to-earthness, and accountability; and, leveraging our own wisdom and strengths, work diligently and strive tirelessly for Jinbang’s resurgence! On the afternoon of May 18, resolute vows echoed throughout Guangdong Jinbang Plastic Packaging Co., Ltd. At a pivotal conference—The Management Transformation Mobilization Meeting—Chairman Luo Fuxing led the members of the company’s Management Transformation Leadership Group in taking an oath, marking the official launch of Jinbang’s management reform. This was not only a rallying call to unify thinking but also an inspiring gathering to rally strength, and above all, a solemn pledge to drive reform and innovation. It is sure to become a significant milestone in Jinbang’s history. All shareholders and managerial staff of Jinbang Plastics attended the meeting. During the event, Chairman Luo Fuxing, who also serves as head of the Management Transformation Leadership Group, delivered a mobilizing address. He thoroughly analyzed the reasons behind this transformation, examining both external and internal factors. He noted that, amid growing national emphasis on environmental protection, rising raw material prices, increasing labor costs, the gradual standardization of the plastics industry, heightened corporate environmental awareness, and accelerated efforts toward upgrading and transformation, businesses now face a stark choice: “either transform or prepare to disappear.” From an internal perspective, Chairman Luo pointed out several critical shortcomings: talent shortages, a limited marketing model, relatively outdated management practices, and insufficient innovation. These issues have become bottlenecks hindering the company’s ability to excel, grow stronger, and achieve sustainable development. Therefore, comprehensively and swiftly elevating management standards, expanding production capacity, boosting sales performance, enhancing product quality and technological sophistication, improving operational efficiency and profitability, and strengthening talent reserves have become urgent priorities. In light of these challenges, how should we proceed? The company has unveiled a series of bold new initiatives. At the mobilization meeting, Jinbang established a Management Transformation Leadership Group headed by Chairman Luo, and appointed renowned management scholar Professor Wu as its advisor. The company will fully adopt his pioneering “Strengths-Based Management Approach,” which seeks to spark individuals’ initiative and creativity, motivate their enthusiasm, cultivate a corporate culture that maximizes both organizational and employee strengths, and build modern management systems that effectively leverage human and institutional capabilities. Through these measures, the company aims to fully unleash, nurture, and harness the strengths of every employee, maximize motivation, and unlock human potential. In his remarks, Chairman Luo emphasized that Jinbang’s Human Resources Department has already undergone restructuring, the Jinbang Business School is set to officially open, the enterprise’s training system is steadily taking shape, ERP implementation is imminent, and equity‑incentive programs are about to be introduced. Moving forward, the company will also undertake a shift in mindset, fostering a corporate culture that promotes collective growth. “Our transformation isn’t based on past achievements,” he said. “I believe Jinbang already has a solid foundation, but under the new circumstances and with our updated goals, we must safeguard what we’ve built while embracing fresh management and business philosophies.” Professor Wu Guangchen addressed the audience, underscoring the importance of partnering with Jinbang’s management transformation team. At the mobilization meeting, representatives from the HR department provided a detailed explanation of the planned structure of the Jinbang Business School and the company’s corporate culture blueprint. In response to the current situation, the Business School will focus on establishing a comprehensive training framework, fulfilling five key roles: designing talent‑development strategies, driving change management, disseminating corporate culture, managing corporate knowledge, and supporting strategic partners. Looking ahead, the Business School will undertake the following tasks: conduct thorough training needs assessments; streamline existing training processes, design relevant policies, and establish robust training mechanisms; develop clear career pathways for employees, formulate promotion and advancement systems, and implement career planning; create a competency‑based curriculum; devise a faculty‑development plan along with corresponding internal trainer‑training programs; define evaluation and assessment protocols for corporate training; and craft and implement learning‑culture initiatives to foster a vibrant corporate learning environment and build a truly learning organization. During the meeting, the Deputy General Manager and the Administrative Department Manager each offered statements of support, pledging to cooperate fully and devote themselves wholeheartedly to advancing the company’s management transformation. Deputy General Manager Luo spoke at the event, outlining the company’s broader development objectives. By 2020, Jinbang aims to reach total sales of 500 million yuan, with two primary pillars: first, maintaining steady growth in sheet‑material sales and profitability, targeting 350 million yuan in revenue by 2020; second, positioning protective films as a new growth driver, aiming for 150 million yuan in sales by 2020. To achieve these goals, the company will revamp its marketing strategy and assemble dedicated marketing teams. On the quality front, it will: strengthen product portfolios and elevate product performance to premium levels while emphasizing differentiated innovation; enhance on-site guidance and implement mutual inspections across all stages of production; raise individual employees’ quality awareness and refine their personal quality standards; reinforce discipline and professional attitudes among staff; and encourage continuous learning. Ultimately, Chairman Luo believes that the goal of this management transformation is to boost both operational efficiency and profitability—and achieving this hinges largely on the proactive engagement, creativity, and enthusiasm of every department. Professor Wu added that reform is not about exploiting employees; rather, it benefits both employers and workers, creating a win-win outcome. “I hope we can join forces to advance Jinbang’s development, secure its bright future, and help everyone grow together,” he said. “Together with all the shareholders, colleagues, and our advisory experts present here, I intend to form a united team. Under the guidance of our advisors, over the next three to five years, we will carry out a comprehensive management transformation—a tough battle indeed!” Chairman Luo Fuxing urged every Jinbang employee to stay committed to their roles, hone their skills, and continuously improve their capabilities. Through these management‑enhancement efforts, he encouraged everyone to shine, contributing to a brighter future—for Jinbang and for all.