Qingteng Sets Sail, Medicine Makes a Difference | The first cohort of campus recruits at the Huaihua Headquarters of Zhengqing Group’s “Qingteng Program” ushers in a new chapter of systematic training.

In the height of summer, verdant greenery is at its peak. As you step into the Group’s exhibition hall, young faces pause before the product displays and corporate‑culture exhibits; in the training classroom, the enterprise’s production updates, quality standards, and work methodologies projected on the screen serve as their first lesson as they transition from campus to the workplace. At the welcome meeting, one by one, new recruits take the stage to introduce themselves, and applause fills the room—marking the beginning of a journey defined by growth, responsibility, and legacy.

In July 2026, the first cohort of campus recruits from Zhengqing Group’s Huaihua headquarters officially joined the “Qingteng Program.” This marks more than a routine onboarding process—it represents the Group’s comprehensive new strategy for cultivating young talent: leveraging systematic training as its roadmap, on-the-job experience as its fertile ground, and mentorship as its cornerstone, to help emerging professionals take root, advance, and thrive within Zhengqing, while charting their own path in the vast landscape of the pharmaceutical and healthcare industries.

“Vines climb upward, and medicine fulfills its purpose.” This not only encapsulates the theme of the initiative but also reflects the Group’s expectations for young talent. For Zhengqing, young professionals are both a vital source of corporate dynamism and the cornerstone of a future‑oriented talent pipeline. By cultivating, in-house, a new generation of high‑engagement, high‑potential employees, the Group is committed to building a virtuous talent ecosystem—spanning recruitment, development, growth, and giving back—while continuously strengthening its pool of technical experts, business leaders, and successors for key roles of tomorrow.

This anticipation found concrete expression on the very first day of the inaugural cohort of campus recruits: from seamless coordination—covering check-in, lunch, and accommodation—to comprehensive onboarding programs that include corporate introductions, employee handbooks, daily operations, financial fundamentals, and time‑efficient work practices, the Group has crafted a thoughtful, standards‑driven framework to help young professionals successfully navigate their first step from campus to the workplace.

The “Qingteng Sets Sail: Embarking on a New Journey” 2026 Management Trainee Onboarding Meeting is a key milestone in the first cohort’s integration journey.

Here, self-introductions and showcases of personal strengths help turn unfamiliar names into vivid, recognizable faces; meanwhile, the onboarding framework breaks down what might seem like an abstract concept—“growth”—into concrete, actionable daily routines that are easy to track, discuss, and reflect upon. Monthly check-ins, a New‑Hire Onboarding Handbook, and probation‑period tracking tools accompany new team members as they document challenges and capture their progress, while also enabling the organization to promptly hear their voices and understand their needs.

Mentor pairing is one of the warmest and most meaningful parts of this orientation session. When mentors and mentees meet, it’s more than just a formal acknowledgment of roles—it’s a handover of responsibilities. Business mentors provide guidance on job-specific skills, phased tasks, and challenging projects, while HR mentors focus on cultural integration, mindset shifts, and career planning, establishing ongoing communication and feedback mechanisms. With dedicated professionals to guide them, someone to listen to their concerns, and others to help align their direction, the dual‑mentor system ensures that newcomers’ first steps are no longer a solitary journey.

Meanwhile, the Group has elevated the development of young talent to an even higher priority. At the orientation meeting, company leaders, in light of the roles newly hired graduates will soon assume, outlined a clear picture of interdependent, irreplaceable responsibilities within the quality system: QC serves as the “eyes” of quality, working on the front lines of the laboratory to safeguard the first line of defense for the quality of Chinese medicinal materials, raw and auxiliary materials, intermediate products, and finished goods—through data that is authentic, accurate, complete, and traceable; QA acts as the “guardian” of quality, tasked with ensuring compliance, managing risks, and refining the system, while coordinating quality management across the entire process; and Process Engineering forms the “foundation” of quality, laying the groundwork for safe, reliable products by optimizing production parameters, stabilizing manufacturing workflows, and addressing key operational challenges. Each of these three functions operates according to its own mandate, seamlessly interconnected, together constituting a comprehensive quality assurance framework.

With this responsibility in mind, the company’s leadership has outlined three expectations for young professionals: First, cultivate a deep respect for rules and uphold fundamental standards, internalizing GMP regulations, company SOPs, testing protocols, and process guidelines into professional habits—never compromising data integrity, streamlining procedures, or overlooking details. Second, maintain an open‑minded, “empty‑cup” mindset and pursue continuous improvement by actively learning from mentors and senior colleagues, translating theoretical knowledge into practical skills through observation, documentation, and reflection. Third, demonstrate courage in taking responsibility and master the art of collaboration—approaching challenges with a holistic perspective, engaging in cross‑functional teamwork, growing through cooperation, and achieving excellence by embracing accountability. In the pharmaceutical and healthcare industries, expertise and quality remain the unchanging foundation. To this end, the training program for the first cohort of newly hired graduates extends beyond the classroom, seamlessly integrating corporate orientation, regulatory education, and hands‑on experience on the production floor and in the laboratory. From introductions to Zhengqing Group’s overall operations and manufacturing processes, to core compliance training covering drug‑production regulations; from discussions, post‑event reviews, and assessments based on course material, to immersive visits to factory facilities, exhibition halls, laboratories, and office spaces—every step is designed to foster understanding. Whether it’s observing instrument‑testing, microbiology, or physicochemical teams, or gaining insights into the company, its products, and operational contexts through guided tours of the exhibition hall—each component is far from a mere checklist item; rather, it helps young professionals progress from “understanding” to “seeing,” from “memorizing” to “comprehending,” and from “learners” to “doers.”

At the GMP training session, the regulatory provisions and quality requirements were projected onto the screen, illuminating another dimension of young professionals’ growth: in the pharmaceutical industry, the development of professional competence is inseparable from a profound respect for the quality baseline. Through a learning cycle of “training–discussion–examination,” the Group aims to transform essential knowledge and skills into a more robust sense of quality, compliance, and responsibility in one’s role.

Production training further extends this understanding to the entire end-to-end pharmaceutical value chain, from raw material sourcing to product delivery. Centered on an overview of Zhengqing Group’s corporate profile and manufacturing operations, trainees will gain a systematic grasp of the industrial‑chain coordination spanning traditional Chinese medicine herb cultivation, R&D, production, and sales, while also learning how key functions—such as raw material procurement, manufacturing, quality control, and warehousing & logistics—are seamlessly integrated. From production platforms, equipment and utility systems, to the GMP documentation framework, material management, and the monitoring of critical process and quality parameters, to validation and verification, product traceability, and recall management, the focus of learning goes beyond simply “seeing a production line”; it is about comprehending the underlying rules, records, and process controls that underpin consistent quality.

Professional training programs have also clarified the distinct roles and contributions of QC, QA, and Process Engineering: Process Engineering ensures production stability through parameters and procedures; QC assesses the quality of each batch of materials and products via testing and data analysis; and QA safeguards the entire process by managing documentation, conducting audits, authorizing releases, performing risk assessments, and maintaining robust system governance. Together, these functions act as pivotal links in a quality chain, collectively upholding the principle that “quality begins at the source and permeates every stage of the process.” For young professionals fresh out of school, this training serves not only as an introduction to corporate manufacturing and quality systems but also as an enlightening experience that defines professional standards and the mission of each role.

The onboarding and integration of the first cohort of campus recruits at the Huaihua headquarters mark the starting point of the “Qingteng Program’s” three-year development framework. Guided by the growth trajectory of young talent—from newcomers to core contributors, and from initial job adaptation to assuming critical responsibilities—the Group has, in light of the pharmaceutical industry’s unique characteristics, established a “Four‑Level, Three‑Dimensional, Dual‑Mentor” training system.

Complementing the stage‑based career path is a three‑dimensional development framework—cultural, professional, and managerial/technical depth—designed to foster holistic growth: grounding participants in the company’s mission, vision, core values, and quality culture; honing their professional expertise through job‑specific skills, industry knowledge, and hands‑on business practice; and expanding their horizons via communication and collaboration, project management, leadership development, or advanced technical specialization.

The Group has also established a dual‑track development system that enables young talent to advance along both managerial and professional paths, moving beyond the narrow perception that “management trainees” are automatically destined for management roles. Whether aspiring to lead teams and grow into business‑operational leaders or seeking to deepen their technical expertise and build specialized competencies, young professionals can find a career trajectory at Zhengqing that aligns with their unique strengths—and enjoy flexible opportunities to transition between different career tracks.

The value of a plan lies not only in the blueprint it outlines, but also in its ability to translate that blueprint into concrete, actionable steps.

To support the growth of Huaihua’s first cohort of newly hired school‑graduates during their probationary period, the Group has established a comprehensive set of initiatives, including monthly discussion forums, monthly knowledge‑sharing sessions, guided tours of the company showroom, book‑reading and discussion events, refinement of job‑specific SOPs and competency frameworks, and formal performance reviews for permanent‑position appointments. During the first month, young employees will share their experiences of integration and discuss their mentorship arrangements; thereafter, they will present their learning outcomes via PPTs, engage in book‑reading discussions to foster reflective thinking, and deepen their business acumen by refining job‑specific SOPs. At the end of the probationary period, a formal review will enable them to reflect on their progress, assess their achievements, and set clear goals for the next stage of their careers.

These seemingly subtle mechanisms together form a clear, self‑reinforcing growth loop: learning is assessed, practice is purpose‑driven, the process is continuously feedback‑oriented, progress is systematically documented, and milestones are rigorously evaluated. For young professionals, this is a tangible, engaging, and attainable roadmap for development; for the organization, it is a talent‑management initiative that balances immediate needs with long‑term strategic goals.

As the young vines first take root, they reach upward with a distinct sound. The arrival of the first cohort of campus recruits has infused Zhengqing with youthful energy and ushered in a new chapter in the Group’s efforts to build a future‑oriented talent pipeline. With the continued advancement of the “Young Vine Program,” these aspiring “young vines” will deepen their roots in Zhengqing’s fertile soil, grow toward the sun, and weave their personal aspirations into the practical development of the pharmaceutical and healthcare sector—writing a remarkable story on the path of “making medicine truly meaningful,” one that belongs to the next generation of Zhengqing pioneers.