Hone Resilience, Actively Seek Change

On the afternoon of April 2, a lively atmosphere prevailed in the conference room on the fifth floor of Humon Group as a large-scale employee lecture titled “Studying, Understanding, and Implementing the Spirit of the Group’s Summary Conference” was being held. Management personnel at all levels, business backbones, and employee representatives from various companies took to the podium one after another to share their insights, discuss implementation measures, and outline their plans, all centered around the core essence of Chairman Wang Denning’s speech at the annual summary and awards conference. There were no empty slogans or clichés—only genuine reflections and down-to-earth expressions, earning continuous applause from the audience.

“Hiding” is not about evading; it’s about taking root in the team and adhering to its rules.

“My personality is introverted and I’m not much of a talker, but the chairman said, ‘In everything, you must dare to push yourself and not be afraid of making a fool of yourself.’ So today I mustered up the courage to step up—precisely to ‘push myself’!” With these opening remarks, Zhang Mingmin, team leader at Humon Anti-corrosion and Thermal Insulation Company, immediately captured everyone’s attention. Every day, he works with pipes, tanks, and steel structures—solid, heavy “iron lumps”—and his job is to wrap them in “thermal insulation jackets.” Initially puzzled by the chairman’s use of the word “hide,” he gradually came to understand: the insulated pipes in the trenches must fit together seamlessly, and that can’t be achieved by the insulation team alone. It requires the measurement team to set the exact positions, the technicians to fully grasp the plan, and the safety officer to closely monitor the working environment. “The work we do is, at its core, teamwork,” he concluded. “‘Hide’ doesn’t mean to evade; it means to take root! Hide ‘yourself’ within the team, hide ‘small cleverness’ within the rules, and hide ‘restlessness’ in the day-to-day repetition.” His words prompted many in the audience to nod repeatedly.

“Change” is not panic; it is proactive action and solid internal development.

The pressure of market volatility is most keenly felt on the sales front. A sales representative from Humon Steel Pipe Manufacturing Company admitted: “In the past two years, orders came easily, and business was smooth; but since last year, things have clearly changed—there are fewer projects, and customers are much more discerning.” The chairman put it succinctly: “During an economic downturn, it’s the perfect time to focus on honing our technology, optimizing our processes, and integrating our resources. The same goes for sales: if customers aren’t coming to us, we need to take the initiative to reach out to them.” He explained that the team has turned its attention to new growth areas such as new energy and infrastructure development, getting involved from the very early stages of project approval—visiting design institutes and clients to gather information in advance. “Not a single one of the key orders we secured last year was simply handed to us.” He also shared his approach to mentoring new hires: “We require each team member to visit at least three new clients every week. We don’t expect immediate contracts, but we do want these clients to become familiar with Humon Steel Pipe and with our products and services. If we stick with this routine for a few months, the results will start to show.” As for the chairman’s emphasis on “rewarding those who deliver real results,” he noted that the department’s performance evaluations are based solely on actual achievements and customer feedback, rather than personal connections or length of service. “When everyone feels motivated and valued, they’re much more energized and productive.”

How do we build an “immune system”? Through rigorous screening and collaborative governance by all.

A representative from the safety management function began by drawing parallels to the “immune system” and “evolutionary algorithms,” then shared a case study from last year’s heating supply project: due to raw-material issues, circumferential cracks developed in the insulation pipes. The company promptly ordered an emergency halt, and the technical department conducted a comprehensive, end-to-end investigation, ultimately identifying the root cause as substandard low-temperature impact resistance in the recycled material. Subsequently, all departments worked around the clock for 48 hours—procurement sourced borrowed raw materials, the technical team adjusted the process, and the equipment department replaced the high-precision screw. Not only was the schedule salvaged, but delivery was completed a day and a half ahead of schedule, earning high praise from the client. “Our ‘immune system’ is about rigorous, meticulous investigation and zero tolerance for compromise; our ‘evolutionary algorithm’ is about collaborative teamwork and turning crises into opportunities,” he concluded. Another representative from the additives company described safety management using the concept of “hiding and combining”: concealing risks before they emerge, embedding responsibility in individual roles, and embedding diligence in daily operations—shifting from passive response to proactive prevention, and from departmental oversight to collective governance involving all employees.

“When your posture changes, your state of mind changes as well.”

Wang Yunpeng, head of the General Department at Humon Machinery Manufacturing Company, is a veteran who has brought the military’s work style into the enterprise: “Even after taking off my uniform, I’m still a soldier—pragmatism leads the way in building our nation.” He recalls that when they first introduced morning assembly and formation drills, some employees were uncomfortable, feeling that the management was being overly controlling. “I didn’t offer any explanations. Whenever there was a gathering, I was the first to arrive and the last to leave. Every day, I would get to the factory grounds 10 minutes early, mark out the formation positions, and write the day’s key tasks on the whiteboard. Within less than a month, everyone went from standing passively to standing proactively; the formations became neat, and everyone’s eyes lit up.” Citing the chairman’s words—“No one can make you better; the confidence to improve comes from repeated experiences and self-reliance”—he set three rules for himself: no excuses, no formalism, and no bias. Lin Meiyan, a customer service representative at Humon Property Management, embodies the spirit of “honing resilience while staying at her post and serving with dedication to uphold her original aspiration.” Through everyday routine tasks, she has come to appreciate the power of “change”: “Every day, I answer phones, record repair requests, and reassure homeowners. No matter how trivial the matters—family affairs or minor concerns—I never show impatience or shirk responsibility. Once my attitude changes, the path ahead opens up.” She says that property management is the company’s public face, and staying committed to her post means safeguarding the company’s reputation.

Make success replicable; ensure failure never happens again.

During the grand lecture, several speakers unanimously emphasized the importance of post-event reviews and continuous learning. One manager remarked: “Take time to look back—what were the key factors behind your successes, and what led to your failures? There are always people around you who are more accomplished than you; seek their guidance, because sometimes just a single word from them can be enlightening.” Another speaker quoted the chairman’s exhortation to “keep learning and dare to break new ground,” stressing that it is not enough to master professional knowledge and management skills—one must also cultivate an understanding of human relationships, communication, and empathy. “The company has provided a platform for all of us; whether we can rise to the occasion and create value is a question each of us should ponder,” the speaker concluded.

The entire event adopted on-site scoring, with senior corporate culture managers from each company, office directors, and heads of departments within the group serving as judges. Speakers delivered their remarks earnestly, while the audience listened attentively; they also prepared visuals and background music, creating a lively yet pragmatic atmosphere. After the event, many observers remarked that such workshops are easy to understand, memorable, and practical. They pledged to integrate “tenacity, ingenuity, and composure” into their respective roles upon returning, cultivating inner strength with the steadfastness of “concealment” and embracing change with the courage to proactively evolve. In 2026, they will regroup and set out anew, jointly writing a “new” chapter for Humon.