At 8 AM on the 21700 battery production line, Hu Qingqing holds the employee schedule in her hand, speaking into the intercom: "Team Zhang needs two more people today to clear yesterday's backlog. Let’s increase random inspection frequency." Ten years ago, she worked on a garment factory assembly line. "Who would have thought, after three kids, I'd be managing a team?" she reflects, signing a quality check sheet, the sound of her pen blending with the hum of machines—a song of resilience, sung by women.

　　

　　

　　

　　

　　#01 From Delivery Room to Workshop: Policies Support Her Dual Roles

　　♀When Hu Qingqing found out she was pregnant with her third child during the pandemic, she was pacing outside the factory, holding her prenatal checkup. “How could I think about another kid with two young ones and night shifts?” But one sentence from her manager reassured her: "We’ll adjust your work hours, and all maternity and childcare leave will follow company policy."

　　At Far East, the slogan “Priority for women with three or more children” isn’t just words. When she was 7 months pregnant, the company switched her to day shifts. Prenatal checkups were considered attendance, and her salary remained unaffected. After returning from maternity leave, she found a foldable bed next to her workstation for breaks. "I get breastfeeding breaks daily, enough to feed my third child at home before returning." The company also subsidizes milk powder costs and, later, school tuition fees for families with three children.

　　#02 From Apprentice to Supervisor: Honing "Attention to Detail" into Leadership

　　When Hu Qingqing first joined Far East, she didn’t know the difference between a 7-cell and 5-cell battery. “My mentor was always by my side, teaching me step by step.” Now, she trains her own apprentices. Her attention to detail became her leadership asset. "Women can manage production lines. We care for kids, so why not manage an assembly line?"

　　

　　

　　

　　

　　

　　

　　Initially, her team didn’t always respect her decisions. She sought advice from superiors and learned to communicate differently based on age and personality: efficiency with younger workers, dignity with older ones. This approach made her management more effective, earning her the “Outstanding Manager” award. "This recognition wouldn't have been possible without the company’s support in nurturing female leadership."

　　Her secret to success? “Men compete on speed; we compete on attention to detail. A quick check at one stage saves a lot of trouble later." Last year, her workshop’s quality pass rate improved thanks to her team’s efforts.

　　#03 Balancing Night Shifts and Family: It’s Not an Either-Or Question

　　At 8 PM, Hu Qingqing changes into her work uniform, ready for the night shift. A video from her husband pops up: her third child has drawn a "mom" and written "Go for it!" "I switch shifts every two weeks. At first, I couldn’t sleep during the day, but now I’ve mastered ‘instant sleep’." Family support—her husband working nearby and her parents helping with the kids—has been her foundation.

　　

　　

　　From garment worker to line manager, from mother of two to three, Hu Qingqing has proven that a woman’s growth knows no limits. With the right environment, amazing things can happen. Far East is that environment—nurturing unexpected growth.

　　Many stories like Hu Qingqing’s exist at Far East. The "Female Priority" recruitment policy is backed by paid maternity leave, breastfeeding rooms, and leadership development programs—creating a supportive environment for women to balance family and career confidently.