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.”