On July 1, to help new employees quickly integrate into the corporate culture and establish a platform for dialogue with senior leadership, the Human Resources Department organized a meeting between the 2025 campus recruitment new employees and senior management.

At the beginning of the meeting, the new employees introduced themselves one by one, showcasing their youthful vitality and aspirations for the future. The Director of the Human Resources Department and the Chairman of the Labor Union extended a warm welcome to the new members. They emphasized that today marks a new starting point in their careers, but not the end, as the professional journey ahead is long and filled with challenges. They also expressed hope that the new employees would quickly transition from a student mindset to that of a workplace professional. They encouraged the new employees to accelerate their integration by learning about the corporate culture and systems and assured them that "mentors, departments, and the Human Resources Department will provide full support when confusion arises." Additionally, they repeatedly emphasized the importance of daily travel safety.

The Financial Director used "new energy" as a metaphor to inspire the new employees: "Young minds are the source of corporate innovation. We look forward to everyone injecting new capabilities into product development with innovative thinking and growing together with the company." Liu Xianhong, the Executive Deputy General Manager, focused on the forefront of the company's product development, providing a brief introduction to the current progress and goals of product development. He proposed arranging cross-departmental learning based on each individual's expertise and strengths to align personal capabilities with the company's strategy.

In his concluding speech, General Manager He Xintan first clarified the close relationship between the company and the Changhong Group and highlighted the strategic significance of the current transformation of technological achievements. He raised three expectations: First, role transition—employees should both comply with management to form team synergy and maintain independent thinking, communicating promptly when problems arise. Second, innovation and breakthrough—as an innovative and entrepreneurial company, it encourages a culture of trial and error. "Making mistakes is not terrible, but having the courage and wisdom to correct them is essential." Third, bottom-line awareness—employees must strictly adhere to the three red lines of safety, confidentiality, and compliance, laying a solid professional foundation through systematic training.

The entire meeting was warm and pragmatic, eliminating the sense of unfamiliarity among the new employees while igniting their enthusiasm and expectations for work. The company stated that it would continue to support the rapid professional growth of new employees through training models such as the "Spark Training" and "Mentorship Program."