Recently, with the completion of the last cubic meter of concrete pouring, the group fulfilled employees' demands through seven months of efficient construction—the first phase of the modern living area in the Indonesia Huabao Industrial Park was officially topped out. Covering 3.8 hectares and accommodating 3,800 employees, this marks the accelerated realization of employees' voices to "improve overseas living conditions" expressed at last year's dialogue between group leaders and employee representatives.

At this year's dialogue table, from strategic advice to daily life demands, "employees' voices" are becoming a powerful driving force for corporate development.

"How to optimize the global supply chain to cope with international policy uncertainties?" "Is there a further strategic plan for the large-scale deployment and application of AI in production processes, decision support, and data analysis?" "I suggest establishing a mechanism for tackling technical challenges by appointing leaders, to activate internal problem-solving vitality." "How to integrate corporate culture into human resource management?"...

On the morning of August 26, the annual dialogue meeting between group leaders and employee representatives was held at the group conference center. Zhang Yuqiang, Party Secretary and Chairman of the Board, and Zhang Jiankan, President, communicated face-to-face with 30 employee representatives, listening to employees' voices, understanding their true thoughts, and optimizing care measures.

"Zhenshi insists on co-creating corporate development with all employees and sharing corporate achievements with all employees. How co-creation and sharing are realized depends on actions," Chairman Zhang Yuqiang emphasized. He thanked everyone for participating in the dialogue meeting. The employee representatives put forward suggestions, demands, and opinions that represent the general voice of employees. The dialogue focused on development, and overall quality is improving. In an economic downturn, only by uniting and working together can we "maintain prosperity against the trend." He hopes everyone learns to cherish opportunities, demonstrate their abilities during the dialogue, truthfully reflect their voices, care deeply about their company, love their positions, and embody this in their actions. The group must highly value the issues raised today, ensuring questions are answered, responses are given, demands are addressed, and conclusions reached. The current difficulties are "difficulties in development," and all employees must align closely with the group’s strategy and cross the cycle with firmer confidence.

President Zhang Jiankan stated that the dialogue meeting between group leaders and employee representatives is a traditional group activity that has formed a normalized communication mechanism. Through the dialogue, it will further enhance employees' recognition of corporate culture and continuously strengthen cultural cohesion, centripetal force, and combat effectiveness. The questions and suggestions collected on-site and online need to be implemented by responsible units, followed up regularly, and resolved to ensure closed-loop management.

The 30 employee representatives were selected through grassroots recommendations, voluntary registration, and targeted invitations, covering various groups such as technical backbones, frontline positions, new university graduates, and foreign employees. At the meeting, employee representatives focused on topics such as corporate culture cohesion, industrial chain collaboration, technological innovation, and strategic development, offering many suggestions.

"Always adhere to the talent localization strategy in internationalization," "The group has built four growth channels for employees: craftsmanship, technology, management, and staff," "With frequent global 'black swan' events, more and better information must be captured in strategic investments to assist group decision-making," "Health check-ups can deepen specialist fields, expert consultations, and special services," "Property management should transform towards high-end services"... Regarding the issues and suggestions raised by employees, group leaders listened carefully. For matters that could be decided on the spot, solutions were provided face-to-face; for those requiring ongoing study, responsible units were clarified. There were top-level directions such as "global layout, AI + automation," as well as specific ideas like "process optimization approval, bank-enterprise direct connection upgrades." All responses were anchored on the main line of "corporate development," turning the "problem list" into a "development list."

This year, with AI and other new productive forces accelerating the reshaping of the industrial landscape, coupled with a complex and volatile external environment, this dialogue exchange meeting has also become an important platform for employees to focus on development and actively seek change. "Managing the implementation of one project, having another project under research, and thinking about a third project in mind." As one of the representatives attending, Dr. Zhao Liyang, a talent introduced by the group, believes this is the best working state for R&D personnel. Through dialogue and communication with leaders, the path for upcoming innovations has become clearer.

Before the meeting, employee representatives visited the Yu Jian Zhenshi Entrepreneurship Museum, fully experiencing Zhenshi's entrepreneurial spirit and struggle journey.