Recently, the COVID-19 prevention and control situation remains severe and complex, with localized outbreaks occurring in multiple regions across the country. In accordance with the regulations set forth by Party committees and governments at all levels, Wanxiang has been actively implementing routine epidemic prevention and control measures. In particular, we have rigorously carried out disinfection procedures for express deliveries, logistics, and materials entering the company, ensuring that all preventive measures and controls are fully in place. Companies in various regions have also cooperated closely with local government requirements, responding proactively and taking on responsibilities voluntarily. While prioritizing safety, we are doing our utmost to keep our customers’ operations running smoothly without interruption.

1. Efficient coordination between online and offline channels

Located in the Pudong New Area of Shanghai, the Qianchao Shanghai system began a closed-loop, work-from-home mode at 5 a.m. on March 28, in compliance with the government’s requirement to shut down and suspend production.

At 8 p.m. on March 27, the company urgently dispatched all product inventory to the customer’s third-party warehouse to ensure a 14-day safety stock of key products. At the same time, a prevention and control task force led by the General Manager was established, and the emergency response plan was activated. The Human Resources Department is responsible for issuing notices regarding emergency production and work-from-home arrangements. The Production and Operations Center is tasked with communicating updates on supplier output and customer demand. The Technology Center is responsible for ongoing follow-up on both new and existing projects. By installing remote-control software, the company holds daily teleconferences on epidemic prevention and control as well as departmental manager meetings. Department coordinators have been grouped into dedicated chat channels. Employees undergo daily nucleic acid tests and cooperate with antigen testing. Three security guards are assigned to be on duty around the clock at the company premises. All these measures ensure the orderly implementation of work-from-home arrangements and the secure management of company supplies.

On April 10, it was already the 14th day since the company had been shut down and suspended production. Yet, the government still hadn't announced any clear timeline for resuming operations, and customer feedback indicated that inventory levels of certain products were about to run critically low. Upon learning this, General Manager Tang Jiangping made a firm statement at the epidemic prevention and department manager meeting: “We absolutely cannot allow our customers to lose contact because of our product supply.” In the end, the company decided to apply to the neighborhood committee where the workshop workers lived for a certificate permitting resumption of work, while also reporting the plan to the safety supervision officer at the Nanhui Industrial Park. With all necessary epidemic prevention measures in place within the factory premises, eight employees—each carrying their own bedding and toiletries—left their residential communities and entered the factory. Together with two security guards on duty and one canteen cook, they began a closed-loop resumption of production. Every day at 8 a.m., they held a punctual morning meeting. After the meeting, quality engineers, inspection team leaders, planners, and EHS engineers—who were working from home—remained constantly on standby in the “Closed-Loop Resumption Group,” promptly addressing various issues faced by the employees working onsite through photos, operation manuals, voice messages, and other means. At 9:30 p.m., the resumption coordinator submitted a report detailing that day’s output, machine downtime, and reasons for the downtime. By 10 p.m., the employees returned to the conference room—some slept right on the tables, others on floor mats—and after a long, tiring day, finally drifted off to sleep. Five days later, three more employees joined the resumption team, fully committed to doing everything possible to meet customer delivery deadlines.

Ju Yaojun, the specialist in prototype manufacturing at the Technology Center, is one of the most active members of the resumption-of-production team. He started working on the assembly production line in 2011 and spent six years there. Thanks to his outstanding performance and deep familiarity with the key operations along the front and rear caliper product lines, he was transferred to the Technology Center in 2017, where he took charge of prototype manufacturing for all new products. His wife is a nurse at a community hospital. After the recent outbreak in Shanghai, she has been unable to return home from the hospital. When he learned from the department’s work group that the company needed employees to stay on-site and resume production, he immediately volunteered to join the effort. His reasoning was simple: “I’m no less skilled than the workshop staff when it comes to operating the production line; my residential community is designated as a prevention zone, making it safer than areas under lockdown; and I can both participate in mass production and handle prototype manufacturing for new projects.” When the department manager asked how he planned to take care of his elderly mother and young son back home, he replied that his mother is in good health and can take care of herself. As for his son, this experience would give him a chance to learn how to care for himself and his family—a chance he hopes will bring his son unique insights and growth. Thus, Ju Yaojun joined the resumption-of-production team and took on the role of team leader, responsible for morning meetings, evening production reports, scheduling employee breaks and meals, ensuring compliance with epidemic prevention measures, adjusting workstation setups, and handling various coordination tasks.

Due to Shanghai’s city-wide lockdown, which halted logistics operations, raw materials couldn’t enter the city, and finished products couldn’t be shipped out. Members of the epidemic prevention and control team stepped up to their respective roles and coordinated across multiple fronts, eventually establishing a new logistics channel that enabled the urgent delivery of raw materials into the company, thereby providing strong support for production. At the same time, products were delivered to customers on time, earning high recognition from them. As a token of appreciation, customers sent heartfelt gifts to commend Qianchao Shanghai’s system for overcoming difficulties, fighting the epidemic, and ensuring supply continuity.

2. Party members and cadres should take the lead by example.

On March 26, the epidemic began to spread in Huainan City, Anhui Province. Huainan City promptly sounded the “assembly call” for epidemic prevention and control, leading to citywide road closures, suspension of commercial activities, and community lockdowns.

To prevent the epidemic from infiltrating and to ensure the supply to key international strategic customers, Li Pingyi, General Manager of Wanxiang Qianchao, instructed Qianchao Bearing and Huainan Bearing to establish a joint task force for supply assurance and epidemic prevention. Cheng Yongzhe, General Manager of Qianchao Bearing, immediately convened a special meeting at Qianchao’s headquarters and with Huainan Bearing. At the meeting, they first systematically reviewed each customer demand that needed to be secured, meticulously planning product models, production cycles, and delivery milestones. They also assigned Wang Jianliang, Manager of the Human Resources Department at Qianchao Bearing, to enter the quarantine zone to coordinate and carry out emergency management work, ensuring that critical production lines continued to operate normally. The company proactively reported its readiness to produce epidemic prevention supplies and actively coordinated with the Huainan municipal government, securing support in the form of green channels for transportation and material delivery. Meanwhile, the company has stepped up internal epidemic prevention measures, maintaining 24-hour guard posts at all entry and exit points for personnel and materials.

On March 30, Huainan City reported 50 new confirmed cases daily. To prevent management personnel from being quarantined, all mid-level managers remained at the company. On April 1, the government began notifying certain enterprises to suspend production and implement closed-loop management. In accordance with the “three guarantees” review criteria—ensuring people’s livelihoods, maintaining supply chains, and sustaining production—and based on the supply needs of key international strategic customer markets, the company proactively developed a comprehensive closed-loop management plan. At 5 p.m. on April 7, under the on-site supervision and guidance of the Huainan Economic Development Zone and the Huainan Municipal Health Commission, our company became one of the first factories to have its closed-loop management plan officially approved and implemented. Employees, keeping the bigger picture in mind, eagerly signed up; a total of 143 employees participated in the closed-loop resumption of production (with no more than 50% of the total workforce stationed at the factory).

During the closed-loop production management, Party members, cadres, and team leaders have demonstrated exemplary leadership and set shining examples through their coordinated efforts, united teamwork, and willingness to take the lead. Wang Jiahua from the Human Resources Department has actively processed emergency logistics passes and assisted suppliers in implementing synchronized closed-loop management, ensuring a smooth and uninterrupted supply flow on the production lines. Wang Fei from the Logistics Department and Zhou Jianjun from the Heat Treatment Department have used forklifts to shuttle delayed forged parts from external contractors back to the factory. To ensure the timely shipment of K-32009P6X, Fang Qiangkang, an operator from Manufacturing Unit One, voluntarily worked consecutive shifts late into the night and completed the task under pressure. When there was a shortage of assembly personnel, management stepped in to fill the gap; Peng Benshan, head of the Assembly Department, took the lead by personally operating the marking machine on the front line. Liao Jixia, an assembly inspector, temporarily set up an inspection station to ensure that every product passed safety checks with unprecedented efficiency, reaching a record-high daily inspection volume. Chen Yanan from the Finance Department and her spouse, Geng Ping, “abandoned family and children” to join forces in the battle, setting a heartwarming example. Logistics staff made extensive coordination efforts to ensure products were shipped out promptly. Since the implementation of closed-loop management, employees have shown tremendous enthusiasm for production, voluntarily extending their working hours. Everyone rolled up their sleeves and worked hard, demonstrating remarkable spirit and achieving outstanding results. Daily output and value significantly exceeded the average levels of regular operations, with 45% of the workforce completing 75% of the monthly production plan. This ensured zero complaints and zero claims from key customer companies, as well as zero reliance on air freight.

Meanwhile, Zhang Yan and Guo Xinxin from the logistics support team made orderly arrangements for employees’ daily lives, ensuring adequate accommodation and well-organized areas for daily hygiene. They also tightened requirements for meals in the canteen, introducing a variety of flavors while maintaining food safety standards. Leveraging the strength of Party and mass organizations, they arranged leisure activities for employees, organizing everyone to watch patriotic educational films via the conference system and engaging in activities such as table tennis and basketball. Thanks to their meticulous and thoughtful logistical support, employees no longer had to worry about matters unrelated to their work.

3. Daily output repeatedly hits new highs.

In the early hours of April 17, an outbreak occurred suddenly in Wuhu City, Anhui Province. In accordance with the requirements issued by the Epidemic Prevention and Control Command Center, starting from 4:00 a.m. on April 17, the main urban area of Wuhu City will temporarily implement static management, and mass nucleic acid testing will be immediately carried out across the entire region. The Economic and Technological Development Zone, where the constant-speed drive shaft factory in Wuhu is located, is one of the main urban areas subject to static management and will adopt closed-loop management measures.

Last September, in order to streamline management and enhance efficiency, the constant-velocity drive shaft plant consolidated the production of star-shaped bushings—previously handled separately by the headquarters, the Wuhu plant, and the Chongqing plant—into a single facility at the Wuhu plant. This move leverages economies of scale and optimized process capacities, thereby reducing costs and boosting profitability. Should the Wuhu plant halt operations, it would force all three plants to shut down, impacting not only these three facilities but also numerous domestic and international OEM customers whose supply chains are critically dependent on uninterrupted production.

After receiving the news, Qiu Bentao, General Manager of the Wuhu Plant of the Constant-Speed Drive Shaft Division, rushed from home to the company overnight. He communicated thoroughly with the more than 20 employees who were scheduled for the night shift on April 16, reassuring them and encouraging them to stay at the company and continue production with peace of mind. On April 17, arrangements were made for the daily lives of employees who were required to remain in the factory under closed-loop management. Sufficient supplies for epidemic prevention—including masks, disinfectant, hand sanitizer, and protective suits—were stocked up. Additionally, bedding such as blankets and sleeping bags, as well as toiletries, were procured. Two restrooms were also urgently renovated to serve as shower facilities for employees. At 8:00 a.m. on April 18, the company convened an online meeting to deploy measures for ensuring supply and resuming production. Each workshop identified personnel to return to work based on production needs, and the list was submitted to the Economic Development Zone’s Bureau of Economic Promotion for issuance of return-to-work passes. Once employees entered the factory, they would be subject to closed-loop management, allowing entry but prohibiting exit.

On April 20, the company received approval to become one of the first batch of enterprises in the Wuhu Economic Development Zone dedicated to epidemic prevention, supply assurance, and resuming production. Approximately half of the employees have now returned to work. During this special period, the company established a temporary organizational structure for work management. At the company level, a “Pandemic Response, Production Resumption, and Supply Assurance Management Team” was set up to oversee and coordinate all aspects of factory operations during the epidemic. Under this team, three specialized subgroups were formed: the “External Liaison Group,” the “Epidemic Prevention and Employee Life & Production Support Group,” and the “Internal Production and Delivery Assurance Group.” Each subgroup operates in close collaboration according to its assigned responsibilities. Everyone’s enthusiasm for production has soared, and daily output has repeatedly broken previous historical highs.

Affected by the lockdown measures, the canteen was facing a shortage of vegetable supplies. General Manager Qiu Bentao took the initiative to coordinate with various parties and arranged for a batch of vegetables to be purchased from Ma'anshan through an external partner, thus promptly addressing the urgent need. During the closed-loop production period, in order to ensure employees could undergo daily nucleic acid testing, Liu Zhong from the Comprehensive Management Department actively contacted the local community and successfully secured the community’s provision of medical personnel who came directly to the workplace. Together with Li Chao, the security officer dispatched by the group, Liu Zhong efficiently organized daily nucleic acid testing for employees, effectively mitigating the risk of cross-infection that would have arisen if employees had to go to public nucleic acid testing sites.

Currently, the Wuhu plant for constant-velocity drive shafts has fully resumed production, and all employees have returned to work, making every effort to ensure a stable supply for the OEMs.

In the early hours of April 17, an outbreak occurred suddenly in Wuhu City, Anhui Province. In accordance with the requirements issued by the Epidemic Prevention and Control Command Center, starting from 4:00 a.m. on April 17, the main urban area of Wuhu City will temporarily implement static management, and mass nucleic acid testing will be immediately carried out across the entire region. The Economic and Technological Development Zone, where the constant-speed drive shaft factory in Wuhu is located, is one of the main urban areas subject to static management and will adopt closed-loop management measures.

Last September, in order to streamline management and enhance efficiency, the constant-velocity drive shaft plant consolidated the production of star-shaped bushings—previously handled separately by the headquarters, the Wuhu plant, and the Chongqing plant—into a single facility at the Wuhu plant. This move leverages economies of scale and optimized process capacities, thereby reducing costs and boosting profitability. Should the Wuhu plant halt operations, it would force all three plants to shut down, impacting not only these three facilities but also numerous domestic and international OEM customers whose supply chains are critically dependent on uninterrupted production.

After receiving the news, Qiu Bentao, General Manager of the Wuhu Plant of the Constant-Speed Drive Shaft Division, rushed from home to the company overnight. He communicated thoroughly with the more than 20 employees who were scheduled for the night shift on April 16, reassuring them and encouraging them to stay at the company and continue production with peace of mind. On April 17, arrangements were made for the daily lives of employees who were required to remain in the factory under closed-loop management. Sufficient supplies for epidemic prevention—including masks, disinfectant, hand sanitizer, and protective suits—were stocked up. Additionally, bedding such as blankets and sleeping bags, as well as toiletries, were procured. Two restrooms were also urgently renovated to serve as shower facilities for employees. At 8:00 a.m. on April 18, the company convened an online meeting to deploy measures for ensuring supply and resuming production. Each workshop identified personnel to return to work based on production needs, and the list was submitted to the Economic Development Zone’s Bureau of Economic Promotion for issuance of return-to-work passes. Once employees entered the factory, they would be subject to closed-loop management, allowing entry but prohibiting exit.

On April 20, the company received approval to become one of the first batch of enterprises in the Wuhu Economic Development Zone dedicated to epidemic prevention, supply assurance, and resuming production. Approximately half of the employees have now returned to work. During this special period, the company established a temporary organizational structure for work management. At the company level, a “Pandemic Response, Production Resumption, and Supply Assurance Management Team” was set up to oversee and coordinate all aspects of factory operations during the epidemic. Under this team, three specialized subgroups were formed: the “External Liaison Group,” the “Epidemic Prevention and Employee Life & Production Support Group,” and the “Internal Production and Delivery Assurance Group.” Each subgroup operates in close collaboration according to its assigned responsibilities. Everyone’s enthusiasm for production has soared, and daily output has repeatedly broken previous historical highs.

Affected by the lockdown measures, the canteen was facing a shortage of vegetable supplies. General Manager Qiu Bentao took the initiative to coordinate with various parties and arranged for a batch of vegetables to be purchased from Ma'anshan through an external partner, thus promptly addressing the urgent need. During the closed-loop production period, in order to ensure employees could undergo daily nucleic acid testing, Liu Zhong from the Comprehensive Management Department actively contacted the local community and successfully secured the community’s provision of medical personnel who came directly to the workplace. Together with Li Chao, the security officer dispatched by the group, Liu Zhong efficiently organized daily nucleic acid testing for employees, effectively mitigating the risk of cross-infection that would have arisen if employees had to go to public nucleic acid testing sites.

Currently, the Wuhu plant for constant-velocity drive shafts has fully resumed production, and all employees have returned to work, making every effort to ensure a stable supply for the OEMs.

4. Ensure the smooth delivery of supplies.

Due to the sporadic outbreaks of the epidemic in multiple locations, truck drivers have been infected in many areas, severely disrupting the smooth flow of logistics. Following the group’s requirements, Wanxiang Qianchao has proactively planned and thoroughly anticipated potential impacts on the company’s production and operations, making comprehensive arrangements for material procurement, supply chains, logistics transportation, and personnel deployment. During this critical and complex period of epidemic prevention and control, Qianchao Senwei has strictly implemented Yancheng City’s latest epidemic prevention policies, adopting a point-to-area approach to organize and plan its efforts. It has successively refined measures such as epidemic prevention publicity, personnel screening, control of imported materials, and closed-loop management for trucks. By going deep into the frontline of epidemic prevention, Qianchao Senwei has meticulously strengthened the epidemic prevention network, using a “nail-like spirit” to firmly establish a robust barrier against the epidemic.

Truck drivers are highly mobile and have extensive social interactions, posing a significant risk of infection and transmission. To intensify epidemic prevention checks on passing vehicles and personnel, the company has responded to government policies by developing a closed-loop management plan for trucks. All incoming trucks are subject to fully enclosed management, aiming to eliminate pandemic risks to the greatest extent possible. To ensure smooth pick-up and drop-off services for trucks traveling to and from other cities, sales representatives from the marketing department and staff from the production and logistics center have been rotating shifts to carry out coordination tasks. In March, as temperatures gradually rose and the weather became sweltering, everyone strictly adhered to epidemic prevention regulations, donning protective isolation suits, face shields, and gloves before heading to highway interchanges to await the arrival of trucks. They coordinated closely with drivers, ensuring they completed nucleic acid and antigen tests promptly. After several hours, everyone was soaked in sweat, and deep imprints from the masks were visible on their faces—but no one complained. During testing, the pick-up and drop-off personnel also took the initiative to cover trucks with tarpaulins, organize cargo, and add urea to fuel tanks. When it was time for meals, they even prepared delicious boxed lunches for drivers who were unable to leave their vehicles throughout the entire journey.

Wang Chao, who is in charge of the pick-up and delivery work, said: “Our job involves registering and reporting information for truck drivers, preparing epidemic prevention supplies and food, and safely delivering the goods to the locations designated by the company for disinfection and sorting. Although it’s tedious, it’s also deeply fulfilling. Just thinking that what I’m doing during this special period can better ensure the company’s smooth production and timely order fulfillment makes me feel even more strongly that I carry a heavy responsibility—and I dare not be the slightest bit complacent.”

In terms of controlling imported materials, in response to tightening policies, the company has established a comprehensive ledger for the entire import process, enabling real-time monitoring of material status. A designated quarantine area has been set up for imported materials. Imported materials and relevant personnel are required to undergo nucleic acid testing once every two weeks. Personnel with direct contact are subject to daily health monitoring. Additionally, the company conducts regular emergency drills for positive cases involving imported materials, ensuring tight control over each stage and key point.

The members of the Marketing Department, the Production and Logistics Center, and the Intelligent Manufacturing Engineering Center—those who diligently carry out freight transportation tasks—as well as the Human Resources Department, which shoulders the critical responsibility of epidemic prevention, the Security Team, which serves as the “first line of defense” in epidemic control, and all our colleagues who have demonstrated outstanding civic responsibility and served as exemplary Wanxiang employees in the fight against the epidemic and in ensuring supply—have all shown a spirit of courage and proactive engagement. It is thanks to their dedication that we’ve been able to safeguard our health and safety, ensure the smooth operation of our enterprise, and maintain overall social stability. Let us pay tribute to them! The Wanxiang team will continue to do our part, firmly reinforce our epidemic prevention defenses, achieve stable enterprise development, and make our due contributions to the coordinated advancement of epidemic prevention and economic and social development.