Leading the Future, Cultivating the Soul with Culture — Li Ting, Chairman of Henan Keda Dongda, Delivers a Lecture on Keda's Culture

On September 10, Henan Keda Dongda held a special “spiritual inheritance class.” Chairman Li Ting himself served as the keynote speaker. By reviewing Keda’s development journey and sharing his personal career experiences, he profoundly explained the core tenets of Keda’s Culture—such as “wealth disperses people, but when wealth gathers, people disperse; clearly distinguishing between public and private interests; putting the interests of the enterprise above all else; fairness and justice, with equal dignity for everyone; the ‘crow culture’; and the ‘fool culture’”—and called on all employees to “dare to dream and dare to act, be good at learning and good at taking action,” jointly embarking on a new stage of high-quality development.

On September 10, Henan Keda Dongda held a special “spiritual inheritance class.” Chairman Li Ting served as the keynote speaker. By reviewing Keda’s development journey and sharing his personal career experiences, he profoundly explained the core tenets of Keda’s Culture—such as “wealth disperses people, but when wealth gathers, people disperse; clearly distinguishing between public and private interests; putting the interests of the enterprise above all else; fairness and justice, with equal dignity for everyone; the ‘Crow Culture’; and the ‘Foolishness Culture’”—and called on all employees to “dare to dream, dare to act, be eager to learn, and put learning into practice,” jointly embarking on a new stage of high-quality development.

Cultural Tracing: Guided by Values, Shaping Corporate Character

“Colleagues here, especially the fresh faces who’ve joined Keda in the past two years—deeply understanding our Culture is the key to truly integrating into the company and moving forward together,” said General Manager Li right at the start of the meeting, getting straight to the point and clearly stating the core theme of this exchange. He pointed out that a good company must have a strong Culture. Although Keda’s development journey hasn’t been entirely smooth sailing, it has consistently maintained an upward momentum. The deep-seated driving force behind this resilience is precisely the Culture that has permeated every aspect of the company and become ingrained in daily operations. Drawing on key milestones and significant events from Keda’s development journey, General Manager Li explained the profound implications and practical value of some of the Core Values Keda has put into practice:

1. “When wealth is dispersed, people gather; when wealth accumulates, people disperse.” Keda has consistently put into practice the wisdom of “when wealth is dispersed, people gather; when wealth accumulates, people disperse”—the philosophy of “shared success and mutual benefit”—and has successfully attracted numerous industry elites to join the company and become founding shareholders. Since then, this philosophy has become firmly entrenched as the company’s core talent philosophy, creating a powerful magnetic field centered on value creators and ensuring that the fruits of development are shared widely. As a result, the company continues to draw in like-minded, high-caliber talents who share its vision and values.

2. Clearly distinguish between public and private interests, uphold the integrity and fairness of our systems, and ensure that all relatives of management personnel are strictly barred from holding any positions—thus guaranteeing fair decision-making and transparent management from the very outset, and safeguarding the organization’s purity and efficient operation.

3. Fairness and impartiality, with equal dignity for all individuals. General Manager Li used the everyday dining culture as an example: “Although positions may differ, everyone’s dignity is equal”—this principle is woven into daily routines. Actions such as eliminating executive-only dining windows, not designating special parking spaces for leaders, and avoiding any form of preferential treatment all reflect Keda’s respect for every single employee.

4. The “Crow Culture” — General Manager Li emphasized that the “Crow Culture” is one of Keda’s distinctive cultural features. He encouraged employees to “speak more and dare to speak,” becoming “crows” who are bold enough to identify problems, courageous in voicing their opinions, and unafraid to tell the truth—rather than mere “magpies” who only ever bring good news. He stressed, “Words that are hard to hear are often invaluable; they help us stay alert and avoid potential risks.”

5. The “Fool’s Culture” advocates the “foolish persistence” of staying true to long-term principles without being overly concerned with short-term gains or losses. In fact, Keda was founded and is run by a group of like-minded “fools” who are down-to-earth, remain committed to their original vision of pursuing real industry, and firmly refuse to chase after short-term profits or quick money. Instead, they consistently uphold their responsibility toward customers and product quality over the long term, achieving an excellent balance between cost and performance, and truly embodying the “Fool’s Culture.”

6. Corporate interests come first—this is also the essence of Keda’s Culture. “When individual interests, departmental interests, and the company’s overall interests conflict, we must unswervingly choose to safeguard the company’s interests. This is the guiding principle for judging all actions.”

Unity of Knowledge and Action: Practicing Culture, Growing Together

Combining the core of the Culture, Chairman Li put forward specific behavioral expectations and growth requirements for all employees:

1. Be full of ideas and take action (dare to think and dare to act): “It’s not fear of having ideas that matters—it’s fear of having no ideas at all. All employees must align their thinking, cultivate a passionate work ethic, proactively engage in their tasks, think positively, and offer rational suggestions and innovative ideas. But even more important is putting these ideas into practice. ‘Wanting to do things’ reflects your attitude; ‘being willing to do them’ is a choice; but ‘actually doing them’ is the key. Don’t be a daydreamer—be a doer.”

2. Be strategic and goal-oriented (know how to get things done): “Beyond simply ‘being willing to do’ something, you must also ‘know how to do it.’” All staff members need to understand why they’re doing what they’re doing, what exactly they’re doing, and how they’re going to do it. Use goals to guide actions and leverage planning to boost efficiency—only then can you achieve twice the results with half the effort. Whether as individuals or as teams, everyone must learn to set clear plans and objectives. Department heads, in particular, should set an exemplary example, continuously enhance their personal leadership skills, and inspire team members with a positive and uplifting spirit, thereby uniting everyone’s efforts and guiding the team to work collaboratively toward the realization of strategic goals.

3. We must study more and continuously improve ourselves (learn well and act well): “The complex external environment demands that businesses develop distinctive features in order to survive.” “In an era of rapid development, only by committing to lifelong learning can we avoid being left behind.” All staff members should proactively strive for self-improvement and transformation, actively seeking enhancements in knowledge, skills, and mindset, striving for excellence, and constantly challenging and surpassing themselves.

Future Outlook: Broaden the Navigational Channel, Uphold Integrity While Embracing Innovation

Faced with new opportunities and fresh challenges, General Manager Li emphasized that the company will, while firmly upholding its core values, proactively embrace innovation, continuously enhance its core business competitiveness, and at the same time accelerate exploration of new avenues and expand the boundaries of its products and services, thereby creating a new growth trajectory. He called on all employees to use culture as a unifying bond, forge common ground, and collaboratively pursue development, injecting strong momentum into the company’s high-quality growth.