All employees drive growth and navigate a new cycle | The Zhengqing Group’s Q2 2026 Amoeba Management Promotion Conference was successfully held.

On the morning of July 17, the Zhengqing Group’s second-quarter Amoeba Management Promotion Conference was held in the fifth-floor conference room at the Group’s headquarters in Huaihua. The meeting conducted a comprehensive review of the progress and results achieved in implementing the Amoeba Management model during the second quarter, outlined plans for enhancing management practices and ensuring the effective rollout of the oversight system, recognized exemplary individuals and teams, and further aligned all employees’ thinking while fostering a shared understanding of business operations, thereby driving the Amoeba Management approach to greater depth and practical implementation. Wu Feichi, Chairman and President of the Group, along with members of the Group’s executive team, attended the meeting. Corporate consultant Xiao Liang was invited to participate, and rotating President Long Xianjun chaired the session.

Review and Improve Quality

At the meeting, the heads of each business line presented their respective project reports, systematically reviewing the achievements of the second quarter and outlining plans for improvement.

Group CIO Chen Hong delivered a report on the Group’s Amoeba Management performance, comprehensively reviewing the achievement of second-quarter operational metrics, summarizing the key lessons and best practices of each Amoeba unit in areas such as autonomous management, cost control, and efficiency enhancement, thoroughly analyzing current operational weaknesses, and articulating the core priorities for the next phase of strategic initiatives.

Hu Min, Director of the Administrative Center, presented a summary of the Amoeba communication and publicity efforts. Focusing on key areas such as the dissemination of core principles, the promotion of best practices, and the cultivation of organizational culture, she provided a comprehensive overview of the second-quarter results, further embedding the Amoeba management philosophy in the minds and hearts of all employees and reinforcing a shared commitment to “autonomous management.”

Tang Yuehui, Senior Manager of the Human Resources Center, reported on the implementation of the Amoeba Incentive Mechanism, providing a detailed explanation of the rules for disbursing incentives and the performance‑evaluation framework. He emphasized the continued reinforcement of a distribution approach centered on “value creation and shared benefits,” and announced on the spot the list of recipients of the “Zhengqing Innovation Award,” as well as the results of the June selections for outstanding Amoeba departments and exemplary individual Amoebas, thereby clearly motivating all units to enhance quality and efficiency and strive for exceptional achievements.

Yang Xiuchun, Assistant to the President, presented the company’s plan for enhancing management. Centered on the goals of refined management, standardized processes, and maximized efficiency, she outlined the key priorities for the next phase of management upgrades, ensuring that the continuous optimization of the management system underpins the effective implementation of the Amoeba Management model.

System Upgrade

To strengthen process control in the implementation of Amoeba Management and to improve the internal oversight and promotion mechanism, the conference held an appointment and oath‑taking ceremony for the General Supervisor of the Huaihua Headquarters and the full‑time supervisors. At the event, Group Chairman Wu Feichi personally presented appointment letters to Xiang Weiguo (Chairman of the Group Supervisory Board), Yang Xuyuan, and Zeng Zhi, designating them as General Supervisor and full‑time supervisors, respectively. Following this, General Supervisor Xiang Weiguo led the full‑time supervisors, Yang Xuyuan and Zeng Zhi, in solemnly taking an oath before the Chairman, reaffirming their commitment to fulfill their duties diligently and to ensure the successful execution of business strategies.

Following the appointment ceremony, the Governor guided Wei Guo in a detailed review of the supervision and guidance work plan, clarifying the responsibilities, operational mechanisms, and key control areas of the supervisory system. He emphasized that regular, end-to-end oversight would be implemented to ensure the effective implementation of all business initiatives and to safeguard the steady achievement of the Group’s strategic objectives.

Recognize role models

The conference proceeded to the awards and recognition segment, where outstanding teams and individuals who have demonstrated exceptional innovation, refined management practices, and improved performance since the second quarter were solemnly honored. On stage, the Zhengqing Innovation Award, the Second-Quarter Amoeba Outstanding Department Award, and the Amoeba Individual Benchmark Award were presented in succession, recognizing the hard work and tangible achievements of the recipients and setting a practical, aspirational standard for all employees.

Zhengqing Innovation Award | First Prize

Amoeba Benchmark Department

Amoeba Benchmark Employee

Amoeba Case Study

Business consultant Xiao Liang takes as his starting point the classic, real‑world case of how Kazuo Inamori led his company through crises on five occasions, offering an in‑depth analysis of the Amoeba Management system’s counter‑cyclical core—“grounded in people’s hearts, driven by accounting, and aimed at continuous evolution.” He systematically deconstructs five fundamental mechanisms: company‑wide management, radical cost reduction, and relentless performance improvement. Grounded in the pharmaceutical industry’s broader shift toward value‑driven transformation, and drawing on the practical implementation of the Zhengqing Competitive Symbiosis Amoeba model, he provides a comprehensive roadmap—from fostering shared vision to outlining actionable pathways. It provides practical insights and actionable guidance for Zhengqing to navigate industry cycles through Amoeba Management.

The Chairman issued important work directives.

Chairman Wu Feichi delivered a concluding address. He emphasized that the Zhengqing competitive‑symbiotic Amoeba model is the core driver for the Group to unlock internal growth potential and navigate external industry cycles; it serves as both a breakthrough in management transformation and the primary platform for cost reduction, efficiency enhancement, and the development of managerial talent. The formal implementation of this oversight system is intended to establish robust institutional safeguards, ensuring that every growth initiative is closely tracked and that each cyclical challenge is met with well‑coordinated responses.

He emphasized that all employees must steadfastly uphold the principle that “every individual is an entrepreneur,” translating this mindset into concrete actions to drive growth. They should integrate independent accounting, autonomous management, cost control, and a results‑oriented approach into every stage of their daily work, meticulously managing their own responsibilities, unlocking hidden potential, and generating value—so that the collective small contributions of every team member coalesce into a powerful force for corporate growth. Meanwhile, the oversight team must earnestly fulfill its supervisory duties, strengthen ongoing monitoring, and ensure the seamless implementation of growth initiatives down to the “last mile.” Each Amoeba unit, taking leading benchmarks as its guide, should continue to tap into untapped operational potential, enhance operational efficiency and quality, achieve further breakthroughs in profitability, and intensify efforts in cost control, thereby fully accelerating improvements in business performance.

He emphasized that, as the industry enters a new cycle, only by mobilizing the entire workforce to tap internal potential and uniting in concerted effort to drive growth can we translate the results of management transformation into the confidence needed to withstand economic cycles and ensure stable development. This will enable the company to navigate the wave of transformation with steady progress and achieve high-quality, sustainable growth.