HCD Group Highlights

Against the backdrop of a global wave of intelligent transformation, HCD Group, with its forward-looking strategic vision, has been actively positioning itself in cutting-edge technology fields such as embodied AI and humanoid robotics. This month, HCD Group’s strategic partnership with Shanghai Research Institute of Intelligent Manufacturing of Shanghai Jiao Tong University entered a substantive phase of implementation. Two rounds of high-level exchanges between the two parties have led to broad consensus, laying a solid foundation for technology R&D, industrial deployment, and innovation ecosystem development. In March 2026, Professor Xi Juntong of Shanghai Research Institute of Intelligent Manufacturing of Shanghai Jiao Tong University led a delegation to visit HCD Group headquarters. The two sides held in-depth discussions on long-term collaborative R&D directions and concrete cooperation items following the near-term establishment of a new embodied AI company, further clarifying the cooperation path and implementation mechanism.

Both parties agreed to build a long-term strategic partnership characterized by "complementary advantages, resource sharing, and mutual benefit," leveraging their respective strengths in technology R&D, industrial application, and platform resources. In the future, they will engage in multi-level, multi-form deep cooperation in key areas such as industrial scenario digital simulation technology and platforms integrating embodied AI and humanoid robots, robotic application technologies, R&D and application of embodied AI and humanoid robots, and next-generation industrial robot control technologies, thereby promoting the transition of cutting-edge technologies from laboratories to production lines and helping the smart manufacturing industry enter a new stage of intelligence and autonomy.

This month, Shanghai DEMC，a subsidiary of HCD group， successfully held an internal open competitive selection for the position of Project Director. This represents a significant innovation in HCD Group’s talent selection mechanism, aimed at breaking down barriers and establishing a fair, just, and open talent platform. The competition revolved around the operating principles of "stable profitability, efficiency-driven growth, and international expansion," injecting key talent momentum into the equipment manufacturing sector. The evaluation panel was led by Group Vice Chairman and President Chen Ze, together with heads of various functional modules and Shanghai DEMC General Manager Xu Guosheng. After rigorous review, three candidates participated. Wang Xin (20 years of experience) proposed five major positioning points for the Project Director, directly addressing challenges such as trust deficits and process gaps. Zhang Jingyang advocated that "management processes set the floor, while management capability sets the ceiling," emphasizing cost control to establish a closed-loop budget system. Chai Yunfei (19 years of experience, company training instructor) promoted the implementation of process tools, focusing on three-dimensional control of scope, schedule, and cost. The evaluation panel asked multi-faceted questions on topics including procurement cost reduction, cost control, and international trade responses. The three candidates responded professionally, with Zhang Jingyang ultimately standing out and winning the top spot. Chen Ze highly praised the competition, noting that the candidates presented thoughtful ideas, innovative suggestions, and actionable plans. He emphasized that the core purpose of the competition is to activate organizational endogenous vitality through mechanism innovation, allowing talented individuals who are eager to work, capable of delivering, and able to achieve results to stand out. He encouraged the selected candidate to take on the responsibilities, while also stating that "there are no losers in this competition"—the courage and strength shown by those not promoted are victories in themselves. He reiterated: "Gold will shine wherever it is; HCD Group will never bury talent."

On the occasion of the 48th National Tree Planting Day, HCD Group, under the theme "Greening for Empowerment, Together We Grow," coordinated by HCD Group’s Administration Department, called on each base to organize tree planting activities autonomously based on actual work conditions and weather. Wuhan, Shanghai, and Yantai acted in tandem, practicing the concept of green development and rallying team spirit. To ensure safe and orderly activities, HCD Group’s Administration Department and base offices made thorough preparations: site surveys, sapling procurement, provision of tools such as shovels, gloves, name tags, and ties, and inviting professionals to provide on-site guidance—truly embodying the principle of "proper preparation prevents poor performance." Mr Chen Ze, HCD Group President, attached great importance to the event, personally visiting the Shanghai base to break ground with a shovel, planting persimmon and pomegranate trees, and writing the message "It takes ten years to grow a tree." He eloquently stated: "It takes ten years to grow a tree, but a hundred years to nurture talent. The relationship between an enterprise and its employees is like that between a tree and the soil—deep roots yield lush leaves; only with a shared vision can we go far." The persimmon tree symbolizes good fortune, and the pomegranate tree represents unity and closeness, highly aligned with HCD Group’s "Team Culture," embodying the hope that the enterprise and employees will grow together and reap rewards. Wuhan base took the lead, planting four new orange trees and transplanting three osmanthus trees. At the Shanghai base, 42 new trees were neatly planted outside the office building, with persimmon and pomegranate trees arranged in order; employees wrote their names and wishes on tags. Yantai base completed the effort, planting 16 suitable trees including pomegranate, plum, chestnut, and hawthorn. Each base maintained the unified theme while adapting to local conditions, fully reflecting HCD Group’s management culture of "coexisting standards and vitality." After the event, each base arranged dedicated personnel for subsequent watering and maintenance. Over time, all newly planted and transplanted trees across the three locations have grown well, with sturdy branches and green leaves—a vivid testament to the Group’s green development philosophy taking root and bearing fruit.

Achievement Reports

On the market development front, HCD Group received frequent good news in March. Subsidiaries, leveraging their strong technical capabilities and efficient solutions, secured multiple key orders in fierce market competition, laying a solid foundation for achieving annual business targets. Shanghai DEMC successfully won the floor line main package project for a globally renowned S-brand customer, further consolidating the strategic partnership with the client. Additionally, the ECR project of a globally renowned B-brand customer, the retrofit project of a new-energy vehicle S-brand customer, and the cast aluminum rotor line project of a renowned L-brand electric motor manufacturer have all been awarded to DEMC, demonstrating the company’s dual competitive advantages in both traditional automotive and new energy manufacturing fields.

Hubei DMW successfully secured the general assembly retrofit project for a renowned G-brand customer’s Xi’an base, and is steadily advancing several key projects. Among them, the general assembly line project for a renowned manufacturer S-brand’s Mexico plant and the general assembly chassis line project for a renowned automotive C-brand customer are currently in the production support or installation phase, showcasing DMW’s mature capabilities in overseas project delivery.

HCD Group’s overseas subsidiary DMW Mexico (DMX) has successfully delivered the O-brand body project. This achievement is the result of the entire team’s commitment, close coordination, and unremitting efforts, with a high focus on meeting quality standards and schedule requirements. Yasser, DMX General Manager thanked every participant for their dedication; it is the collaborative effort of all members that ensured the successful completion of this important project. The company will continue to move forward, steadily strengthening our influence in the industry.

On the project front line, whether it was DMW’s technical team conducting joint diagnostics on system failures or DEMC’s project department quickly establishing a cross-departmental coordination mechanism in response to acceptance delays, these actions demonstrate the HCD spirit of not shirking or avoiding problems, but rather pooling wisdom and strength to solve difficulties. On overseas projects, the advantages of internal Group synergy are becoming evident. The Overseas Business Department and various subsidiaries are increasingly sharing customer information, supply chain resources, and technical solutions, integrating the Group’s global footprint and resource advantages to prepare detailed collaborative solutions for customers, presenting HCD Group’s service and technical capabilities as "One HCD Group." This "Together We Grow" team culture is transforming from a Group call to a conscious action by every employee, becoming HCD Group’s unique soft power in fierce market competition.

Technology and Innovation

With the deepening of the strategic partnership with Shanghai Research Institute of Intelligent Manufacturing of Shanghai Jiao Tong University, HCD Group’s layout in cutting-edge technology fields has entered the fast lane. Technical cooperation in areas such as embodied AI, humanoid robotics, and digital simulation platforms will inject strong external intellectual support into the Group’s technological innovation. The Institute’s deep accumulation in industrial vision, human-robot collaboration, and intelligent perception will complement HCD Group’s rich experience in robotic equipment automation and new energy intelligent equipment industrialization. Both sides will jointly explore customized AI industrial application scenarios, promoting the practical implementation of embodied AI technologies in complex industrial environments. The establishment of this "Industry - Academia - Research - Application" collaborative innovation mechanism not only opens new paths for HCD Group’s technology R&D but also lays a solid foundation for cultivating high-end technical talent and seizing the high ground in next-generation smart manufacturing technologies.

Team and Talent Spotlight

Zhang Jingyang, through the "Project Director Internal Open Competitive Selection," has recently officially taken up the post of Project Director at Shanghai DEMC, becoming a key member of the core management team, fully responsible for full-process project management and delivery. Zhang Jingyang has over a decade of experience in project management and engineering, with comprehensive hands-on capabilities covering full project life-cycle planning, system establishment, process control, risk prevention, and post-review optimization. He has led the full-process management of several major projects from initiation to completion, excelling in formulating and implementing standardized project control systems, conducting project risk prediction and correction, and promoting cross-departmental collaboration and resource optimization, always guided by high-quality delivery and customer value. He holds a firm belief: every project should be professional, reliable, and exceed expectations. After taking office, Zhang Jingyang’s core work will focus on comprehensively identifying project risks across the company’s business lines, coordinating closed-loop control and resource allocation for project schedule, quality, and cost, and prioritizing control upgrades for key projects and high-value businesses. He focuses on high-value links such as on-site implementation, customer interface, delivery acceptance, and profit control, achieving dual improvements in project efficiency and quality through targeted measures. Zhang Jingyang emphasizes that project management is far more than processes and systems; a standardized system is the foundation, but front-line communication, on-site insight, and team collaboration are even more critical. He has already gone deep into various business sites and project fronts, engaging with teams face-to-face, understanding execution pain points on the ground, and collaborating to optimize working methods, continuously improving project execution efficiency and work experience. We firmly believe that with Zhang Jingyang’s rich experience, professional perspective, and pragmatic approach, he will bring significant value enhancement to Shanghai DEMC, helping the company continuously strengthen project management capabilities, build a more competitive project delivery culture, and drive high-quality development.

Since the launch of the internationally renowned new energy T-brand project in November 2024, Comrade Gao Minjie, as the Mechanical Project Design Supervisor of the Welding Technology Department’s Process Section, has consistently stood his ground and shouldered heavy responsibilities. In November 2025, he volunteered to go to the North America project site and has been working on the front line overseas ever since. He has not only excelled in his duties as the Technical Lead (TL) for process design, but also proactively took on the role of on-site manager when needed, fully interfacing with the customer’s departments including project management, production, logistics, and safety, becoming an indispensable communication bridge between the company and the foreign customer. Leveraging solid professional skills and excellent foreign language ability, he accurately conveys the needs of both sides, efficiently coordinates and resolves various difficulties, and has built a strong collaborative bridge for the smooth progress of the project. During the Spring Festival of 2026, faced with a busy project schedule, he resolutely gave up the opportunity to reunite with his family, embodying the professional spirit of "sacrificing the small for the big." While also serving as on-site management, Comrade Gao Minjie always insists on being hands-on. Facing manpower gaps on site, he promptly fills in, personally participating in front-line practical work such as pneumatic component assembly and cable laying, balancing management and hands-on work. He also proactively takes on logistical support responsibilities for the team overseas, handling everything from renting apartments and cars to picking up personnel, thoroughly resolving everyone’s concerns and becoming the "anchor" for the team’s stable operation. Comrade Gao Minjie’s story is a vivid illustration of HCD Group’s project philosophy of "professional, reliable, exceed expectations." His sense of responsibility, dedication, and collaboration are models for all employees to emulate.

Operational Excellence Initiatives

2026 is HCD Group’s "Profitability Improvement Year", and "Accounting-based Operation" has become the core methodology across all management activities. In March, HCD Group and its subsidiaries rolled out a series of concrete hard measures in cost control. Regarding budget management, subsidiaries of HCD Group updated RATE standards and travel reimbursement standards according to Group requirements, deeply explored cost-saving potential in the three major areas of design, procurement, and construction, recalculated project costs, and updated annual budgets. At the same time, project cost data is now fully linked with the Financial Center’s data, enabling real-time and accurate comparison of project costs with financial accounts, providing a data foundation for refined management.

Adhering to the principle of "efficiency-driven" cannot be achieved without digital and intelligent tools. The Group’s Human Resources Center completed strategic decomposition, and with the assistance of HCD Group’s IT Center, the full-value-chain lean management HCD Business System was officially launched across the board, implemented by the Group and all subsidiaries. This initiative plays a crucial role in tracking the progress of HCD Group’s annual strategy and guiding its direction. Meanwhile, HCD Group’s OA system underwent several key optimizations: adjustments to project hour entry methods, project budget control workflows, ES project cost sheets, etc., enabling scheduled updates and time filtering functions, moving the cost moat forward and greatly improving data analysis efficiency for finance and project management personnel.

"Efficiency-driven" is the first principle for industrial enterprises. Based on suggestions raised by various functional modules and subsidiary departments during the Management Annual Conference, the Group’s Human Resources Center compiled 23 improvement items, of which 4 have been immediately addressed and closed, 4 are being tracked as part of annual OKRs, and 15 are included in the 100-Day Improvement Plan. The Group and its subsidiaries are using the "100-Day Improvement Plan" as a lever to focus on process optimization and efficiency enhancement, achieving phased results. Subsidiary Hubei DMW took the lead, with initiatives covering design efficiency, procurement coordination, on-site installation, and more. General Manager Yi Jiqiang emphasized in multiple tasks that improving efficiency should focus on problems that can be solved in a short time and those with the greatest impact, without trying to cover too much. This pragmatic attitude ensures that improvement plans can be quickly implemented and produce tangible results. Subsidiary Shanghai DEMC, on the other hand, focuses its efficiency improvement efforts on process refinement, digitalization, and international growth. Through OA system optimization and project system process optimization, a closed-loop management is formed. General Manager Xu Guosheng stressed the implementation of HCD Group’s overall strategic goals, efficiency-driven cost reduction, achieving refined and closed-loop project management through concrete measures, and international growth by integrating domestic and international resources to expand overseas.

The vitality of systems lies not only in execution but also in being understood and embraced. In the past few years, industry competition has become increasingly fierce, and the company has faced operational pressure—this is the reality we must confront. In 2026, HCD Group has established three operating principles: "Stable Profitability, Efficiency-driven Growth, and International Growth," with clear strategic goals. Under new goals and circumstances, we are updating and improving a series of internal rules and regulations, and gradually introducing a number of safeguards and incentive measures. All measures will revolve around "efficiency-driven," channeling resources toward those who excel, those who work hard, and those who are efficient. The message "deep roots yield lush leaves; only with a shared vision can we go far" resonates deeply with the Group’s "Team Culture," where "everyone is an indispensable member on the field."

Overseas subsidiary DMX recently organized specialized training for all employees on Lockout/Tagout (LOTO) and risk assessment. During the training, the importance of correctly applying the above safety procedures to effectively prevent operational risks and ensure a safe working environment was emphasized. Through such systematic training initiatives, the company reaffirms its firm commitment to the safety and well-being of every employee, continuously building a strong safety production line.

Team Culture in Action

The essence of the "Team Culture" advocated by HCD Group is that every member knows their position and responsibilities, and on the field, they support each other and cover for one another to achieve team victory. This cultural concept was fully demonstrated in the work of March. Comrade Gao Minjie’s story is a perfect example of a "team player." On the "field" of the North America project, he was originally the Technical Lead (TL) for process design—akin to a "forward" on a team, responsible for attacking and scoring. But when the team’s "goalkeeper" (on-site manager) position became vacant, he did not hesitate to step in, taking on new and more complex responsibilities. Not only did he not complain about the "cross-functional" role, but he perfectly combined the forward’s attacking ability with the goalkeeper’s organizational and coordination skills, becoming a key contributor to the team’s victory. His actions perfectly interpret the core spirit of "team culture": every position is crucial, and everyone is ready to contribute to the team.

During the tree planting event, this spirit of teamwork was equally evident. Some were responsible for digging holes, some for holding saplings, some for filling soil and watering—everyone had a clear division of labor and worked in close coordination, just like a team on the field with each player performing their role, executing a beautiful attack through precise cooperation. HCD Group President personally planting the persimmon tree which is symbolizing good fortune and the pomegranate tree which is symbolizing unity placed the enterprise’s expectations for "Team Culture" within them—the persimmon tree represents that every member can reap rewards through their efforts, and the pomegranate tree symbolizes that the entire team must be tightly united to be invincible.

In March 2026, HCD Group closely adhered to the three operating principles of "Stable Profitability, Efficiency-driven Growth, and International Expansion," using "accounting-based operation" as the methodology and "matrix vertical management" as the organizational safeguard to comprehensively promote the implementation of various strategic initiatives.

The road in 2026 is long and arduous, but with action, we will reach our destination; as long as we keep moving forward without pause, the future is bright.