Communication and Collaboration, Courage to Innovate—Henan Keda Dongda’s First-Half 2025 Employee Symposium Concludes Successfully

To facilitate employees’ integration, strengthen internal communication, and build synergy for development, the company held an employee symposium for the first half of 2025 on the afternoon of June 3, 2025. The meeting was chaired by Zhang Zhifang, Manager of the General Affairs Department, and attended by General Manager Ye Zhaowei, Assistant to the General Manager Cheng Pingping, and all employees currently working at the company. This symposium has paved a “fast track” for new employees to quickly integrate into the company’s Culture and gain a clear understanding of the company’s development blueprint. It has also established a “direct channel” for listening to the voices and valuable suggestions of veteran employees. At the same time, it has created a “bridge of hearts” enabling face-to-face, heartfelt exchanges between new and veteran employees as well as between employees and management. The meeting encouraged employees to speak freely, offer their insights and suggestions for the company’s development, clarify their goals, and enhance their sense of job satisfaction and belonging.

To promote employee integration, strengthen internal communication, and build synergy for development, the company held an employee symposium for the first half of 2025 on the afternoon of June 3, 2025. The meeting was chaired by Zhang Zhifang, Manager of the General Affairs Department, and attended by General Manager Ye Zhaowei, Assistant to the General Manager Cheng Pingping, and all employees currently working at the company.

Building Bridges: Promoting Inclusion, Listening to Voices    

This symposium has paved a “fast track” for new employees to quickly integrate into the company’s Culture and gain a clear understanding of the company’s development blueprint. It has also established a “direct line” for listening to the voices and valuable suggestions of veteran employees. At the same time, it has created a “bridge of hearts” enabling face-to-face, heartfelt communication between new and veteran employees as well as between employees and management. The meeting encourages employees to speak freely, offer their insights and suggestions for the company’s development, clarify their goals, and enhance their sense of fulfillment and belonging at work.

New Voices, New Strength: Genuine Sharing, Deeply Inspired    

At the start of the meeting, after the moderator introduced the attendees, the new employees took turns sharing their previous work experiences, their reflections since joining the company, the challenges they’ve encountered in their work, and their suggestions. The new employees’ sincere sharing fostered greater mutual understanding and enabled management to gain a clearer picture of the new employees’ growth and needs.

In response to questions raised by the new employees, the General Manager and senior management promptly answered their queries on the spot. They offered positive recognition and encouragement for constructive suggestions and expressed three heartfelt expectations for the new employees: First, put aside any pride and proactively seek knowledge—actively ask veteran colleagues for advice and accumulate practical experience. Second, dare to take action and work diligently with a balanced approach—embrace a spirit of boldness and pragmatism while also knowing how to balance work and rest, finding breakthroughs even under pressure and learning to regulate both body and mind during activities. Third, dare to engage in self-reflection and continuously strive for improvement—maintain the courage to constantly reinvent oneself, make progress through self-criticism, and actively contribute your wisdom to the company’s development.

Veteran’s heartfelt words: Integrate and unite, with shared goals.   

The subsequent session featuring sharing by senior employees was truly inspiring and full of highlights. Drawing on their own experiences in their respective roles, participants candidly discussed the changes and impressions they’ve had—both before and after the company’s integration—in areas such as work processes, team collaboration, and cultural atmosphere. They shared how the integration has led to improved work efficiency and greater focus on key objectives, and openly exchanged insights into the practical challenges they’ve encountered in their daily work. The management team attending the meeting listened attentively and responded thoughtfully to each question and concern raised by the employees. General Manager Ye pointed out: “Our company’s atmosphere of pooling wisdom and ideas, along with the positive and proactive mindset of all our employees, are our invaluable assets. All employees should build confidence in moving forward, remain firmly committed to our development, discard any mentality of waiting for others or relying on external support, and take a proactive approach to our work. Let’s unite in solidarity, work hand in hand, and look forward to an even brighter future.”

Charting the Blueprint: Six Guiding Principles to Steer the Journey    

At the end of the meeting, General Manager Ye briefed all employees on the company’s current business situation, outlined the company’s development plan and grand vision, and put forward six key requirements to provide clear guidance for future work.

First, maintain firm confidence and stay goal-driven: Clearly define the direction of our goals, strengthen our sense of potential challenges, effectively integrate and leverage resources, expand the company’s scale, enhance its risk-resistance capabilities, and promote high-quality development of the company.

Second, we must shift our mindset and proactively embrace change: We need to move from a “do what we have” approach to a “supplement what’s lacking” approach. Relying on the company’s strategic plan, we should integrate internal and external resources, accurately match and meet customer needs, strengthen R&D innovation and technological collaboration, and pool our efforts to tackle challenging issues.

Third, we must change our approaches and dare to innovate: We need to strengthen our awareness of “change,” intensify efforts to improve and refine our practices, continuously explore new working methods, and dare to question and even discard our old ways of thinking, thus avoiding clinging stubbornly to outdated practices. We must also strive to learn continuously and build our core competitive strengths.

Fourth, we must pursue both internal and external strategies to build a strong team: We must focus intensively on team building by adopting a multi-pronged approach that includes deepening internal development, carefully nurturing talent, and actively recruiting from outside. By attracting and cultivating top-notch talent, we can continuously forge a team that is highly qualified, highly cohesive, and highly combat-ready.

Fifth, focus on the core and strive for excellence: To build core competitiveness, we must uphold the spirit of “being meticulous, paying attention to details, and going all out to improve by just 0.01 points.” We need to develop five core competencies: technological R&D, marketing and service, product manufacturing, supply chain management, and engineering management.

Sixth, cultural empowerment runs throughout: We consistently integrate the cultural philosophy of “creating value for customers, generating benefits for shareholders, and making employees happier” into our daily work, taking it as the core starting point for all our endeavors. We call on all employees to work diligently with a positive, proactive, and ambitious attitude, contributing their wisdom and strength to the company’s development, thereby achieving resonance and shared growth between employees’ personal fulfillment and the company’s advancement.