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HAGG Company Management Institute Holds Opening Ceremony for the First "Huangpu Class"

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2017.07.26

On the afternoon of July 21, the inaugural Basic Management Class (Huangpu Class) of HAGG Management Institute held its opening ceremony. Leaders from various departments across the company, all Huangpu Class participants, and internal instructors attended the event. On the stage were key executives including Xia Bailin, General Manager of the District State-owned Assets Corporation; Mao Jianrong, Chairman of HAGG; Feng Guang, General Manager; Hou Bo, Deputy Secretary of the Party Committee; and Bi Jianwei, Executive Vice President of the Management Institute. The ceremony was hosted by Xu Xueli, Deputy General Manager.

The first item on the agenda was delivered by Feng Guang, General Manager of the Group Company and Dean of Hangzhou Gear Management Institute. He stated that this opening ceremony not only served as a review and recognition of the preparatory work conducted thus far, but also marked a rallying call for launching a brand-new phase of training and education in the future. Mr. Feng highlighted Hangzhou Gear’s longstanding tradition of talent development, as well as the establishment background and journey of the Management Institute. He then outlined four key expectations for the institute’s ongoing efforts: 1. Stay focused on the core objectives and create a teaching model tailored to the company’s unique growth needs; 2. Adopt comprehensive planning to fully leverage the institute’s diverse platforms; 3. Embrace innovation by overhauling existing training and assessment methods; 4. Proactively prepare for the future by advancing the institute’s strategic roadmap. Concluding his speech, Mr. Feng emphasized that the establishment and operational launch of the Management Institute represent a pivotal initiative this year aimed at optimizing talent management and development within the HAGG. He urged all departments, factories, and subsidiaries to intensify their outreach efforts, recognizing the critical importance of nurturing talent—thus laying a solid foundation of human resources to support HAGG’s transformation, upgrading, and continuous innovation.

Following this, Mao Jianrong, Chairman of the company, presented the plaque to the School of Management. Bi Jianwei, Executive Vice Dean of the School, delivered a report on the preparation progress of the School. He expressed his hope that all participants would seize this valuable opportunity, diligently study, enhance their managerial skills, and cultivate professional ethics—contributing to Hangchi's development by shaping a new organizational blueprint, nurturing a fresh talent pool, and forging innovative business strategies. This effort will help solidify Hangchi's core competitive advantages and firmly establish the company's leading position in the market for both products and services. The School of Management is structured into three levels: foundational, intermediate, and advanced classes. Currently, it has established strategic partnerships with 15 organizations and boasts over 30 experienced training instructors. Internally, the school has already initiated the recommendation and appointment process for its first cohort of internal trainers, enriching its curriculum with 11 tailored in-house training courses—including topics like "HAGG Regulations" and "HAGG's 13th Five-Year Strategic Plan." Additionally, nine internal instructors have been appointed. In terms of course offerings, the program features three main categories: general courses, specialized courses, and public courses. These are further organized into six key modules: face-to-face instruction, the Entrepreneurship Masterclass (renamed "Improvement Dojo"), Micro-Classrooms, job-specific knowledge sessions, team-building workshops, and innovation-focused projects.

The fourth item on the agenda of the ceremony involved General Manager Feng Guang presenting appointment letters to external lecturers Jiang Jianli, Cai Chunjian, Ji Jianping, Liu Changjin, Qian Fang, Sun Dongbo, Wang Lei, and Xu Yanli, as well as internal lecturers Hu Jianfeng, Zhu Wenjuan, Zhou Huanhui, Song Bin, Ouyang Jianguo, Wu Fei, Zhang Dejun, He Zheng, and Bi Jianwei.

Afterward, Hou Bo, Deputy Secretary of the Party Committee, raised the flag for the inaugural Technical Management Class. Lou Yuan, the representative of the first cohort of students, delivered a speech at the ceremony, emphasizing that students should focus on three key points: seize opportunities, manage their time effectively, and strike a healthy balance between study and work; deepen their understanding and maintain strict discipline; and apply what they learn to real-world situations, connecting theory with practice.

Chairman Mao Jianrong stated in his speech that the School of Management must be run to excellence, truly fulfilling the significant responsibilities entrusted by the enterprise. First, he outlined two key expectations for the students: 1. Maintain a proper attitude toward learning and embody "three hearts"—be humble, focused, and calm. 2. Strive to strike a healthy balance among study, work, and personal life by managing time wisely, embracing a spirit of sacrifice, and cultivating resilience in the face of challenges. To the School of Management itself, Chairman Mao emphasized three core principles: 1. Stay true to the mission and never forget the original aspiration behind establishing the institute. 2. Deliver high-quality education that aligns closely with the practical needs of enterprises. 3. Implement rigorous management practices to ensure excellence in talent selection and development.

Finally, Xia Bolin, General Manager of the State-owned Assets Corporation, delivered a speech. He extended his congratulations on the launch of the "Huangpu Class," and shared three key insights: First, we must cultivate a high-level understanding and deeply appreciate the fundamental purpose behind the establishment of the Management Institute. Running the institute effectively and accelerating talent development are not only practical necessities for driving corporate reform and growth, but also urgent requirements for elevating enterprise management standards—and, most importantly, an intrinsic need to enhance the overall quality of our talent pool. Second, we must stay closely aligned with real-world needs, firmly anchoring our efforts in serving the company’s developmental goals. Lastly, we should emphasize ideological depth, using broader perspectives to spark greater intellectual liberation, leveraging enhanced capabilities to fuel significant business expansion, and fostering robust collaboration among all stakeholders to maximize the benefits of our training initiatives. Finally, let us strive for mutual progress between learning and practice, ensuring that we effectively strengthen the impact and effectiveness of our educational endeavors by consistently integrating study with reflection, learning with dialogue, and learning with hands-on application.