Her Strength | Jin Guang Group APP Zhai Jingli: "Combining firmness and gentleness, cultivating both internal and external qualities," female leadership can inject resilience and warmth into corporate transformation.

Looking back to when I joined Golden Light Group in 1994, I clearly remember that the industry was in a stage of simultaneous technological and environmental pressure. Yet, I chose to accept the challenge and immerse myself in it, integrating personal growth into the company’s development. From a pioneer in the circular economy model to a leader in industry green transformation, Golden Light Group APP’s thirty years of diligent cultivation in China have long been a profound reflection for Vice President Zhai Jingli.

In the pulp and paper industry, a resilient execution and inclusive collaboration driven by “her strength” are demonstrating increasingly decisive control.

From entering the industry in the early 1990s to leading continuous iteration today, “long-termism” has become the most steadfast resonance between Zhai Jingli, Golden Light Group APP, and even the entire industry.

“As a leader, I hope not only to be the ‘spokesperson’ for the company but also to be one of the ‘voice makers’ in the industry, allowing more people to see the new face of China’s pulp and paper industry constantly transforming and upgrading.” In Zhai Jingli’s view, the foresight of corporate decision-making comes from the depth of the decision-maker’s understanding.

Faced with change and challenges, Zhai Jingli adheres to the learning path of “rooting inward, learning outward,” leading the company to keep pace with the times. Regarding the presence of women in traditional manufacturing, she shares that from frontline factories to headquarters management, from green innovation to digital and intelligent breakthroughs, the contributions of female employees and leaders are increasingly being “recognized.” They have carved out their own space with strength.

“I believe that on the journey of high-quality development in manufacturing, countless outstanding professional women are quietly shining. In the future, more women will join us, using their excellent abilities and unique wisdom to light up and contribute to industry development.”

Below is an excerpt of some dialogue:

Q: The pulp and paper industry is a typical traditional manufacturing sector with heavy assets and a long industrial chain. As a female manager who has deeply cultivated this field for decades, what initially motivated you to enter this traditional manufacturing track? What challenges did you encounter, and how did you break barriers, establish yourself, and lead the team to breakthroughs?

Zhai Jingli: My entry into the papermaking industry was both a coincidence and a natural progression. In the mid-1990s, thanks to a recommendation from a mentor, I joined Golden Light Group APP, which was just entering the Chinese market and still in its early stages. At that time, the industry was developing under the dual pressures of technology and environmental protection, but I still chose to accept the challenge, immersing myself in it and closely linking my personal growth with the company’s development.

As APP in China gradually promoted the “integrated forest pulp and paper” layout, I began participating in many key projects. In one major investment project, I was responsible for fundraising. I traveled back and forth between the headquarters and financial institutions multiple times, repeatedly advancing project demonstrations and financial calculations. Ultimately, my team successfully secured a special loan, laying a foundation for the company’s important layout in China. This experience also deeply taught me that women’s delicacy, patience, and resilience often help in complex situations to achieve goals with soft power.

Over the past thirty years, as APP (China) grew, I have continuously faced challenges and evolved. Although manufacturing was once seen as a “male-dominated” field, I have always believed that true leadership is unrelated to gender but depends on whether one can stabilize roots in uncertainty and unite the team. The balance of strength and softness, and internal and external cultivation demonstrated by women leaders, is exactly the resilience and warmth that companies need during transformation.

Q: As one of the core representatives of Golden Light Group APP in China, you have spoken at many high-level forums. How do you combine your personal leadership philosophy with the company’s brand value and industry development needs to achieve mutual promotion of “personal voice” and “industry empowerment”?

Zhai Jingli: I believe that the unique advantage of female leadership lies in empathy and a long-term perspective, which aligns with the company’s sustainable development strategy and endows the enterprise with social value and industry responsibility beyond mere profit.

Green transformation is one of the core strategies of Golden Light Group APP (China). As a female manager, I focus not only on technological innovation and green production but also on promoting sustainable development from the perspective of ideas and culture.

In recent years, I have represented APP (China) in many domestic and international forums, engaging in in-depth exchanges with industry peers on social, economic, and environmental issues. On one hand, I share the company’s practices in integrated forest pulp and paper and green manufacturing; on the other, I bring back cutting-edge international concepts and technological trends to help the company and industry develop together.

Long-term stable operation of enterprises must adhere to “responsible profitability,” and leaders must also “speak with conscience and act with integrity.” As an industry leader, APP (China) is practicing green development with pragmatic actions. I also hope not only to be the company’s “spokesperson” but to be one of the “voice makers” in the industry, allowing more people to see the new face of China’s pulp and paper industry constantly transforming and upgrading.

Q: Could you share some unique solutions you have brought from a female leadership perspective in solving resource integration, team collaboration, and long-term strategic implementation challenges during industry transformation?

Zhai Jingli: In long-chain industries, transformation projects often span multiple factories, specialized fields, and management levels. Without effective systems, departments tend to work independently; with systems alone but lacking consensus, it can lead to “hot on top, cold underneath,” making it hard for teams to unite and strategic goals to be truly realized.

Therefore, my team and I have tried many approaches. On one hand, we introduced the MBOS competition system, which breaks down the company’s strategic goals into measurable, transparent tasks for each position, making everyone clearer about their role in the bigger picture and more willing to take responsibility. On the other hand, I attach great importance to communication, regularly organizing face-to-face meetings with vice presidents and other forms of employee exchanges, bringing issues to the table for discussion. Many process improvements and “golden ideas” in business actually come from frontline voices.

These practices have strengthened my belief that effective management requires both systems and emotional connection. I tend to use empathy to understand employees’ real needs. Especially with younger staff, I often ask myself: “If they were my children, what kind of environment would I want them to grow in?” This thinking encourages me to guide employees with encouragement, allow room for trial and error, and pay attention to the emotions of the new generation, helping them realize self-worth while continuously creating greater value for the team and organization.

Q: The green transformation and digital intelligence upgrade of the papermaking industry are ongoing topics. How do you maintain your own cognitive upgrade and capability iteration?

Zhai Jingli: Over the past thirty years, APP (China) has always kept pace with the times, continuously adapting to market, policy, and productivity changes. Recently, with rapid development in intelligent and digital technologies, it requires deep insights into industry technology and trends, as well as cross-disciplinary knowledge integration.

Within the company, we promote continuous learning through internal sharing and specialized training, inviting professionals to teach various topics, fostering a culture of ongoing learning and mutual growth. Especially in the past two years, as AI technology has advanced rapidly, we adopt a “bring in experts, go out for learning” approach, sharing high-quality resources to help employees understand their applications and values, keeping pace with industry trends.

Strategic foresight depends on the depth of understanding of decision-makers and teams. Leaders need to stay ahead with forward-looking thinking and strategic direction. I firmly believe that only through continuous learning and joint iteration can a company maintain long-term competitiveness amid industry transformation.

Q: What initiatives does Golden Light Group APP (China) have regarding female employee development, promotion, and workplace rights protection? Do you have targeted growth advice for women who want to deepen their careers in traditional manufacturing?

Zhai Jingli: We attach great importance to employee rights and development, insisting on fair recruitment and diverse incentive mechanisms. Regarding gender equality, we implement tangible actions to ensure equal pay for equal work, eliminate gender discrimination, and provide substantial career support and growth opportunities for female employees. We also consider family care, offering benefits like commercial insurance for female employees’ minor children.

Currently, women make up about 22% of employees at Golden Light Group APP (China), with nearly 19% in management roles. From frontline factories to headquarters management, from green innovation to digital breakthroughs, female employees and leaders are playing irreplaceable roles in enhancing organizational resilience and execution, steadily advancing various projects. However, we are also aware that there is room for further gender balance optimization in overall structure and management tiers.

For women aspiring to deepen their careers in traditional manufacturing, I have three suggestions: First, have confidence and break through gender stereotypes to actively seek opportunities; second, continuously strengthen professional skills to develop core competitiveness; third, identify and amplify your strengths, transforming empathy, approachability, innovation, and resilience into work capabilities, especially balancing firmness and softness in management.

I believe that as manufacturing moves toward high-quality development, more outstanding professional women will emerge, injecting lasting momentum into industry growth with their expertise and unique perspectives.

Q: Compared to last year, what strategic shifts do you foresee for Golden Light Group APP (China) this year?

Zhai Jingli: Looking ahead, we believe the industry will shift from “scale-driven” to “quality and value-driven.” In this context, I see three key points for enterprise development: First, promote industry upgrading centered on “green low-carbon” initiatives—through energy-saving renovations, green factory construction, and participation in green standards, collaborating with supply chain partners on raw materials, technology, and products to share environmental responsibilities; Second, break homogenization by focusing on “high added value”—through multi-dimensional innovation in functionality, aesthetics, and emotional value to meet diverse market needs; Third, solidify development momentum with “technology”—by increasing R&D investment and fostering cross-sector collaboration to amplify innovation effects.

In the longer term, true high-quality development depends on international competitiveness. We aim to promote green initiatives and industry standard systems while leveraging practical experience and leadership advantages to drive China’s papermaking industry toward coordinated global development.