Decorated with graceful coconut trees and rhythmic waves, Chimelong Hengqin Bay showcased a fantastic glamour in July. Senior executives from all sectors of the headquarters and subsidiary corporations gathered together at the beautiful seaside, and participated in GHG HR Salon and Strategy Seminar. On the one hand, we held the salon to analyze HR strategy plans and deliberate a line of issues including human resource management, division of labor, talents nurturing and incentive mechanism. On the other, we hoped to carry out a brainstorming by pooling the wisdom of all parties and explore future strategic directions.

On the salon, I reviewed the four development stages Glory Harvest Group walked through: the individual household age during the period of reform and opening-up, the tough Yong Chuang age, the Vision Grande age when I created seven billion market values, and a brand-new Glory Harvest age I started in 2006, when I made a wish that four focal business sectors fuel Glory Harvest Group's development together. Looking back to the development history, we endured great hardships. As the old saying goes, you never know what difficulties you may encounter until you try it personally. Success is the result of arduous efforts. Despite all hardships and lessons, it is my everlasting hope to build Glory Harvest Group into a business empire with assets exceeding 200 billion yuan. Our great leader Chairman Mao once said, "After we determine the political route, cadres hold the key to success." To achieve our goal, we need to find and lead those talents who accept the corporate culture, and make concerted efforts to advance for a splendid future.

Glory Harvest Group boasts diversified incentive mechanisms, which include equity incentive, attendance bonus, management incentive, and piecework incentive applied in factories. I hope all of us can utilize the platform of the salon to analyze performance solutions, and unleash the potential of core managers. In terms of talent nurturing, different companies have different modes. Ping An Insurance Company provides higher salaries to core talents of its rivals and invites them to join. Tencent always carries out campus recruitment in advance, and then gives orientation trainings and corporate culture lectures, thus retaining talented people. All these examples urge Glory Harvest Group to form its own talent cultivation mode. In terms of training mechanism, Huawei and Ping An boast network training mechanisms. Although our training mechanism has begun to take shape, its further improvement still demands all school deans' joint and constant efforts.

Corporate strategy and human resource strategy always supplement each other. A high-caliber talent team ensures the orderly formulation and implementation of corporate strategies. The four growth stages have developed Glory Harvest Group into a well operated company. However, from PC era to Internet era, and then mobile Internet era, the world is changing with each passing day. Those who go along with the trend will survive while those who go against it will fail. To keep pace with the historical trend, Glory Harvest Group has extended its business reach and made inroads into the Internet field including anti-counterfeit QR code and cloud packaging.

Our business empire dream calls for explicit and operable corporate strategies as well as high-caliber talent teams. This salon seminar largely broadened our horizon and offered us multiple perspectives on human resources and corporate strategies. Actions speak louder than words. Let's join hands to fulfill Glory Harvest Dream!