Xingyuan Group Holds First Team Building Meeting of 2025
To summarize the current state of team building at Xingyuan Group, deeply explore business development directions, and clearly define specific goals for each phase—thereby unifying thinking and building consensus—the group successfully convened its first team building work report meeting for 2025 on 11/20 in the conference room on the second floor of the visitor center at "Starry Sky Market," a rural tourism resort in Xueye Street, Laiwu District, Jinan City. The meeting was chaired by Zhang Zipeng, Chairman and General Manager of the group. Attendees conducted thorough research and discussion on relevant topics and clarified key priorities and internal responsibilities for the next phase.
The meeting began with a comprehensive report from the Chairman on the group's management structure, core mechanisms, business outlook, and team development. Attendees engaged in in-depth discussions and offered constructive suggestions based on the report and the meeting agenda. The key action items decided are as follows:
I. Group Development Goals
The meeting clarified that Xingyuan Group remains committed to the national rural revitalization strategy, actively integrating talent, technology, capital, industry, and diverse resources. The group is dedicated to becoming a leading "full-factor integration service provider" in provincial-level spatial governance and achieving nationwide recognition in this field.
II. Core Brand Culture
The meeting emphasized that to strengthen the foundation of brand culture, the Group encourages all employees to deeply understand and embody the "Four Hearts" positioning: sincerity, compassion, craftsmanship, and perseverance. The meeting further required all members to integrate these "Four Hearts" into their daily work:
Integrity: Authenticity and trustworthiness at the core. We act with sincerity, uphold our ethical bottom line, and treat it as the foundation of our personal and professional conduct. We strive to build harmonious, sustainable, win-win relationships with business partners, colleagues, and friends, rejecting zero-sum games.
Kindness: Be kind to others, enduring and boundless. It is not merely reflected in outwardly friendly gestures, but must also be spontaneously cultivated as an internalized, fully coherent daily mindset and set of behavioral principles;
Craftsmanship: Practical Innovation, Precision in Every Detail. Team members should adopt a long-term mindset, dedicate themselves to refining their technical expertise and comprehensive service capabilities, and integrate innovative thinking into their focus on details and pursuit of excellence to continuously elevate the quality of outcomes and the value of services.
Jianxin — Firm Conviction, Perseverance. Anchored in the Group's development goals, rooted in the team consensus and shared vision forged through sincerity, we uphold an unshakable belief in success, persist with long-term dedication, and continuously drive a new chapter of high-quality development for the Group.
3. Core Team Philosophy
The meeting emphasized that all members must deeply understand and strictly uphold the team's core values: pragmatism, focus, innovation, accountability, and sharing.
The meeting emphasized that all group employees must fully implement the work approach of "aiming broadly while attending to details." This means clearly understanding the core purpose and overall objectives of your work, while focusing on key priorities, maintaining concentration, and striving for excellence in execution. Employees must reject passive attitudes such as "superficial understanding" or "getting by," and instead demonstrate true competence through attention to detail.
IV. Internal Management Structure
The meeting confirmed that, in accordance with the current Company Law and relevant laws and regulations, the Group has decided to establish a three-tier decision-making and management structure, with its composition and division of responsibilities as follows:
1. Shareholders' Meeting – The highest decision-making and management body for corporate development, with the authority to elect or replace board members; approve reports from the board of directors and supervisors; and approve profit distribution plans.
Second, the Board of Directors—the body responsible for major corporate decisions—has the authority to convene shareholder meetings and implement their resolutions; formulate profit distribution plans; appoint or dismiss senior executives (including the General Manager, Deputy General Managers, Chief Financial Officer, Department Heads, and above), establish internal management structures, and approve investment and operation plans.
Third, the Managerial Office Meeting – an internal decision-making body composed of senior executives including the General Manager (whose composition is approved by the Board and adjusted as needed). It oversees daily operational decisions, formulates investment and business plans, and appoints managers below the department director level.
The meeting announced that the first Board of Directors, consisting of 5 members elected by the shareholders' meeting (4 directors and 1 supervisors), will be led by Zhang Zupeng as the legal representative, Chairman, and General Manager of the Group. Jiao Jianhai has been appointed as a Group Director and Deputy General Manager. Other internal appointments, removals, and adjustments will be determined by the Board of Directors at appropriate times based on the Group's development needs.
V. Management Decision-Making Mechanism
(I) Decision-Making Entity Level
The meeting decided that the Group will establish three levels of decision-making bodies: 1) All Group employees, including all technical and management personnel; 2) The Group's decision-making body, comprising all Board members; 3) The Group's management team, consisting of general managers, deputy general managers, and directors/vice-directors at all levels responsible for the Group's daily operations.
(II) Decision-Making Meeting Types
The meeting clarified four decision-making meeting types and their initiation criteria (2-1-1-B):
First, the All-Employee Representative Assembly—open to all group employees. Initiated by the general manager of a subsidiary and above-level executives jointly with 2 or more directors (supervisors).
Second, an expanded board meeting attended by board and management members. Initiated jointly by general managers of subsidiaries and above executives along with 1 directors (or supervisors), with management attending as observers and participating in discussions.
Third, regular board meetings—attended by all board members. Initiated by no fewer than 1 directors (supervisors).
Fourth, the Management Office Meeting – attended by management members of the Group or its subsidiaries. Initiated by executives at the Director level or above.
The meeting resolved to establish a "Board of Directors Work Report System." The Board shall convene the "Employee Representative Congress" twice each fiscal year—on 7/31 and 3/31 of the following year—to review market operations, business development, management performance, technological advancements, financial accounting, and commission allocation plans. Based on these reviews, the Board will submit semi-annual and annual reports to the Group and formulate overall goals and plans for the next phase. Subsequently, the Board will direct the Group or its subsidiaries to hold executive meetings to develop detailed operational plans, including target decomposition and execution.
(III) Voting and Objection Handling
The meeting emphasized that decision-making meetings must be attended by members specified in the group's regulations or their authorized representatives. Any member with on-site authorization from the Board of Directors may participate in voting. The voting procedure is as follows: each member has one vote. In the event of a tie or disagreement, the Chairman's (or their authorized representative's) vote shall count as 2 votes. If the Chairman does not attend a management office meeting, the General Manager's (or their authorized representative's) vote shall count as 2 votes.
VI. Development Drivers and Performance Assessment Mechanisms
To establish a diverse, dynamic, and competitive incentive system that fuels individual and team growth, the meeting defined the following framework for development drivers and performance-based rewards and penalties.
(1) Diverse Roles: Employees can rotate horizontally or vertically across the Group and its subsidiaries.
(2) Dynamic Equity: Designed to achieve "more work, more rewards" and cumulative incentives, this equity model has preliminarily defined the criteria for entry, adjustment, and exit. The meeting decided that the Group will establish a dedicated employee stock ownership platform to implement a fully dynamic equity management mechanism. Starting from 1 of 2026, the system will adopt an evaluation cycle of every 1 years and an adjustment cycle of every 3 years. All equity allocations and adjustments must strictly adhere to the core principle of "strict entry, flexible exit—accessible entry, accessible exit."
(3) Salary Commission (Fixed Component): Includes base salary, holiday allowance, and technical commission calculated according to set standards. Technical commissions are computed using the "step-interval interpolation method." Specific calculation criteria shall follow the official documents issued by the Group.
(4) Performance Bonus (Variable Component): Additional rewards for employees with outstanding performance. The system clearly defines assessment criteria and reward/punishment measures based on the principle of "parallel quality control with simultaneous incentives and penalties." Specific calculation standards shall be implemented in accordance with the official documents issued by the Group.
(5) Equity Dividends (Incentive Portion): Subject to the Group's annual financial profitability, core key employees may receive dividends based on their equity holdings. The meeting resolved that the Board of Directors shall prepare and implement the "Equity Allocation Management System," defining entry criteria, allocation ratios, dividend policies, exit standards, and shareholder rights and obligations for currently held equity. Specific management regulations shall follow the official documents issued by the Group.
7. Team Building Plan
(I) Team Growth Path
1 "One Vertical, Multiple Horizontal" Growth Path
The meeting clarified the "one vertical, multiple horizontal" growth path for group employees. "One vertical" means promoting high-performing members through vertical advancement; "multiple horizontal" enables them to gain experience across the group's diverse business segments.
2 Individual Capability Advancement
The meeting emphasized that enhancing personal comprehensive professional competence covers 6 dimensions: effective communication, resource integration, time planning, team support, business networking, and self-management. Given the company's current development status, effective communication has been established as the top priority for boosting the "combat power" of both teams and individuals at this stage. Key requirements for effective communication include: - **Precision**: Accurately analyze situations and identify the right stakeholders. - **Speed**: Summarize key ideas and deliver core points quickly. - **Comprehensiveness**: Integrate all relevant information to thoroughly validate communication objectives. - **Depth**: Explain complex concepts simply while fully assessing potential downstream impacts.
3: Team Growth Optimization Plan
Strengthen Communication (1): Establish routine and emergency communication mechanisms within the group, clarifying communication stakeholders, audiences, methods, and expected outcomes for each phase of project planning and implementation.
(2) Refine architecture: Launch internal open competitions for positions as needed to align with group business and management requirements, and expand delegation of authority.
(3) Optimize Role Allocation: Assign roles based on individual capabilities and talents ("Fit the Person to the Role"). Define specific responsibilities by considering personal strengths, weaknesses, personality, and job requirements ("Define Responsibilities for Each Person"). Strengthen two-way communication (reporting) between role holders at all levels and their superiors and subordinates, with regular tracking and performance evaluations.
(4) Focus on Key Priorities: Concentrate efforts on promoting corporate brand culture, leveraging core business strengths, and enhancing professional skills. Integrate resources and drive breakthroughs across these areas.
4: Rotating Meeting Chair
The meeting decided to implement a rotating chairperson system for all internal group meetings starting on 2025/11/01. Prior to each meeting, participants shall self-nominate or recommend candidates to serve as the facilitator and note-taker. Based on the meeting agenda and scheduled topics, these individuals will independently lead the session and manage documentation. This initiative aims to strengthen personal communication skills and on-site crisis management capabilities. After the meeting, the note-taker will coordinate with relevant personnel to draft the "Meeting Minutes," which must be approved by the Chairman or General Manager before distribution.
(2) Team Communication Mechanism
1, Routine Work Communication
The meeting mandated that all routine internal communications, work assignments, issue resolutions, and progress reporting be conducted via the WeChat "Daily Work Group." This ensures maximum transparency and efficiency in information dissemination, enabling timely access, understanding, and resolution of issues. It aims to prevent information silos and misjudgments within the organization, thereby enhancing overall team performance.
(1) Weekly Meeting System: Held every Monday morning, with meetings capped at 1 hours. Summarize last week's progress and prioritize this week's key tasks.
(2) Monthly Meeting Policy: Held on the Friday of the last week of each month in the morning, with a duration capped at 2 hours. Meetings follow a rotating facilitation system where team members take turns leading (with a limit of two consecutive terms for both facilitator and note-taker), designed to rapidly enhance the team's overall organizational, coordination, communication, and adaptability skills.
2 Emergency Communication Mechanism
The meeting required the following: 1. For critical milestones or urgent tasks, if an online report to the supervisor does not receive a timely response, promptly call them to convey key information and ensure immediate action. 2. If the supervisor's phone is unreachable, the reporter must immediately contact their colleagues for communication or relay of information, ensuring all key details are conveyed completely and accurately. 3. For tasks that have received feedback but still require execution, the reporter must continuously update progress and interim results, and is responsible for urging the supervisor to track, respond to, or address related work items in a timely manner.
(III) Job Competition Arrangement
The meeting confirmed that the Group's first internal public competition is scheduled to be completed by 2025/12/31. The Board of Directors will review and finalize the candidates for each position and issue the appointment announcements. This competition will open 3 positions, all within Xingyuan Planning subsidiaries: Assistant General Manager (probationary) – 1 openings; Deputy Director of Project Department (probationary) – 2 openings. Specific eligibility requirements have been defined for each role. Additionally, employees may submit a written application for "Business Specialist" roles in other specialized positions across the Group and its subsidiaries, leveraging their unique skills and strengths. Such applications will be reviewed, deliberated, and approved through an expanded Board meeting. Upon appointment, key achievements and exemplary performance delivered during the tenure will be included in annual performance evaluations and equity allocation assessments.
8. Define Business Development Roadmap
The meeting clarified that the group's business development plan follows the "4F" principles (phasing, categorization, grading, and division of labor) and establishes a "3S" business expansion model (assessing the situation, leveraging strengths, and capitalizing on trends). It systematically analyzed and planned the business layout and development path for future stages.