Magazine​

While the overall employment rate of women is high in typical Chinese companies, the percentage of women in managerial positions remains at an average of 16.8%*1. However, at Archem (Kaiping) Co., Ltd., the proportion of female managers exceeds 80%, creating an environment where women can thrive on the front lines based on their abilities.

In the first part of this series, we focused on the factory managers and department heads who lead ACK, and explored their unique culture of fairly evaluating individuals regardless of gender.

Beyond "Women's Empowerment": The Power of an Organization Where Individuals Are Respected, as Proven by Archem China Base [Part 1]

In the second part, we will feature 11 section managers who are leading from the front lines. How has the culture of "open dialogue" fostered by upper management permeated the field and enabled the creation of spontaneous teams? From a perspective closer to the front lines, we will delve deeper into the "organizational strength" that is the source of ACK's strength.

*1 Share of women in management positions (SDG 5.5.2) Based on 2005 data.
https://ilostat.ilo.org/data/country-profiles/chn/

| Organizations support individual growth

—In the first part of this interview, we discussed the "sincerity" of the department heads in difficult situations. I understand thatthose of you in charge of the field have also faced many difficulties.

Zhang Ruihong (Purchasing Department): The most challenging time for me was right after I transferred from Human Resources to Purchasing. Having worked in Human Resources for many years, purchasing was completely new territory for me. I truly started from scratch, not knowing anything. Purchasing work requires both speed and meticulousness. Immediately after the transfer, I would spend the whole day just processing the 300 to 500 emails that arrived each day. Negotiating with suppliers, adjusting delivery dates, coordinating with various departments... Just deciphering emails filled with technical jargon and prioritizing responses was a struggle, and at first, I was completely overwhelmed.

—How did you manage to get out of that situation?

Zhang Ruihong: It was because of the help of those around me. Not only my superiors, but even colleagues from other departments, knowing my lack of experience, generously lent me their wisdom.
I feel that by learning from those around me and continuously updating myself, I gradually became able to prioritize what I needed to do, and the things I could do increased little by little.

Peng Xiaohui (Sales Manager): As Zhang said, ACK has a spirit of "learning from each other." I tell the members that it's important to "gain practical experience" while building upon the learning they receive within the company. Of course, learning about the products is important, but by actively visiting customers and directly hearing about their situations and needs, they can acquire real-world knowledge. I believe that this growth cycle is what supports the individual growth of ACK.

| Transforming a painful decision into "trust"

—So, there's a foundation in the organization that respects and supports the growth of individuals.
On the other hand, there were probably times when the organization had to make some very difficult decisions.

Liang Qingyi (Human Resources and Labor Risk Management Department): Yes. The biggest challenge I'll never forget was the layoffs that occurred in 2023 due to changes in the global external environment. In order to cope with the changing circumstances caused by the market slowdown, we had no choice but to terminate the contracts of dozens of employees.
In my position in human resources, I had the responsibility to communicate company decisions to the front lines and implement them. However, I also knew all too well that each individual has their own life and family. The pressure to convey that fact to them and get them to accept it was incredibly heavy, beyond words.

—What stance did you take when you faced that difficult situation?

Ms. Liang Qingyi: What we focused on was "being sincere." Instead of simply going through the procedures in a purely administrative manner, we carefully explained to everyone why this decision was necessary and what the company's current situation was. Furthermore, in order to support their lives after the contract termination, the entire team put their heads together to come up with the best possible support system for job placement assistance.

What surprised me was what happened "after" that.

At the end of a difficult interview where we informed them of the contract termination, one of the individuals asked, "If ACK has another job opening, would it be alright if I came back?" In fact, when the external environment improved and we needed to increase staff again, many of them trusted the company and came back.

I was deeply moved at that time. It was an experience that made me realize firsthand that if you approach someone with sincerity and treat them with respect, it will inevitably be conveyed as trust.

| You can have open conversations like family.

—In the first part of this interview, you mentioned that one of ACK's strengths is the lack of barriers between departments. Have you had any experiences that made you feel that way?

Liang Yuande (Manufacturing Department 1): This was a project to turn around a manufacturing process that was operating at a loss. At the time, I felt it was extremely difficult, and the company had high expectations, so I felt a lot of pressure.

In implementing improvements, we didn't just stay within our own department; we held numerous discussions with related departments such as technology and quality assurance, as well as on-site. We identified issues from every angle, including improving the flow of equipment, reviewing work methods, and streamlining inspection processes, and repeatedly considered them from a zero-based perspective.

By working in cooperation with relevant departments, we were able to reduce on-site labor hours by approximately half without making any new capital investments. This was a significant turning point in reducing product costs.

—Why is that kind of collaboration so smooth?

Wu Liping (Manufacturing Department 2): I think it's because ACK has a "family-like atmosphere." Everyone can converse on an equal and fair basis.

Lao Pe-Yi (Finance Department): I often hear that workplaces with many women have difficult interpersonal relationships, but that's not the case at all at ACK. Even in difficult situations such as budget creation, each department works quickly and collaboratively, and there are deep connections that allow for open feedback to each other.

| Unbound by gender, leverage "individual characteristics"

—How do you view, from a field perspective, an environment where all managers and above are women?

Wu Jieming (Conservation Department): Of course, I think there are situations where differences in gender characteristics can be advantageous depending on the role. For example, in work that requires physical strength, men's strengths tend to be more apparent, while conversely, in tasks that require noticing subtle changes, a woman's unique perspective can be a great asset.

However, ultimately, it depends on an individual's strengths and efforts, and cannot be determined solely by gender. What's important is to utilize "individual characteristics" in the right places, without being bound by gender. Both genders have wonderful aspects, and the ability to combine the strengths of each is perhaps what makes ACK so great.

Yan Xiaotong (Technical Section 2): What they all have in common is their sincere attitude towards work. Their ability to balance work and personal life while consistently producing results with a sense of responsibility makes them role models for us younger generations.

Not only do they possess strong individual management skills, but they also excel at coordinating between departments. It is because of their leadership that we feel we can approach our daily work with a sense of purpose and satisfaction.

What became clear through the two-part interview is that ACK is not simply an "organization with a large number of women," but rather an "organization that respects individual qualities to the fullest extent."

A culture that supports individual growth within the organization, and an unwavering commitment to integrity, especially during challenging times. The "open dialogue" culture fostered by upper management is deeply ingrained in daily operations by frontline leaders. Transcending gender boundaries and leveraging each individual's strengths, this organizational strength is the driving force that will shape ACK's future.