I. Basic Information 1. The business segment you belong to Holdings Headquarters Wasion Group Willfar Information Wayon Energy Wasion International Wasion Supply Chain
2. The department you are in China Headquarters Overseas Subsidiaries / Factory
3. Your job grade Employee Front- line Managers Middle Managers Senior Managers
4. Your length of service Less than 1 year 1 - 3 years 3 - 5 years 5 - 10 years More than 10 years
5. Your Job Type Sales/Business/Marketing R&D/Technology/Product Production/Delivery/Operations Functional Management (e.g., HR, Finance, Administration, Legal, etc.) Other
II. Survey on Corporate Culture Development 6. Evaluation of the "Spiritual Level" of Corporate Culture Implementation
I have a clear understanding of The Values and Guidelines of Wasion.
I believe Wasion's corporate culture aligns with my personal career philosophy.
I believe Wasion's corporate culture guides my daily work and decision-making.
7. Evaluation of the "Institutional Level" of Corporate Culture Implementation
I believe Wasion’s corporate culture is clearly reflected in its strategic planning, business objectives, and operational practices.
I believe the company’s rules and regulations are consistent with its corporate culture.
I believe the company’s management processes (e.g., approval and collaboration workflows) are efficient and aligned with the corporate culture.
I believe the company’s performance appraisal system recognizes behaviors that align with the corporate culture.
I believe the company has incentive mechanisms in place to encourage employees to practice the corporate culture.
8. Evaluation of the "Behavioral Level" of Corporate Culture Implementation
I feel that the company’s leadership attaches great importance to corporate culture development.
I am fully aware of and earnestly practice the employee code of conduct advocated by the company.
The daily behaviors of my colleagues effectively reflect the practice of Wasion’s corporate culture.
In cross-regional/cross-departmental collaboration, both parties abide by Wasion’s corporate culture.
9. Evaluation of the "Material Level" of Corporate Culture Implementation
The company’s office environment (e.g., layout, slogans, culture walls) effectively fosters a corporate culture atmosphere.
The image of the company’s products/services is highly consistent with its corporate culture philosophy.
The company’s culture communication channels (e.g., official WeChat account, internal handbook, promotional videos) effectively convey the connotation of corporate culture.
I have a strong sense of pride in Wasion’s corporate culture and brand image.
10. In your opinion, what core outcomes should an ideal corporate culture achieve? Drive business innovation and support the strategic implementation. Strengthen global collaboration and improve the efficiency of cross-cultural and cross-regional cooperation. Unite the team, align goals, and form a strong collective synergy. Empower employees, stimulate internal motivation, and walk the same path as the company. Elevate the organizational temperature, making the company more cohesive and humanistic. Achieve win-win results for the company, employees, society, and all stakeholders. Other
11. In your opinion, which scenarios should corporate culture cover to truly achieve "no blind spots in culture"? New employee onboarding Daily work communication Meeting and decision-making Performance appraisal and incentives Recognition, evaluation and promotion Cross-departmental collaboration Management of remote/overseas teams Customer service and external cooperation Employee care and team building Other
12. What difficulties have you encountered in practicing corporate culture? Unclear incentive and restraint mechanisms, leading to insufficient motivation for practice Inadequate understanding of the connotation of corporate culture, and uncertainty about how to integrate it with job responsibilities Disconnection between corporate culture and actual work scenarios Lack of clear behavioral guidelines and practical cases Heavy workload and no time to participate Lack of cooperation from colleagues Other
13. How do you plan to further implement and practice corporate culture in your future work? Proactively study and understand tThe Values and Guidelines of Wasion and other corporate culture concepts Guide and standardize your words and deeds in daily work and life with corporate culture Actively participate in various corporate culture-related activities Proactively influence colleagues around you to jointly practice corporate culture Based on your position, reflect corporate culture requirements through practical work achievements Timely and proactively put forward relevant opinions and suggestions for corporate culture development Other
14. What supportive measures do you think the company should provide to help employees better practice corporate culture? Develop clearer behavioral standards and norms based on corporate culture Provide institutional and process guarantees that align with corporate culture Improve incentive mechanisms that link cultural practice with performance, promotion, and recognition Continuously strengthen the construction of corporate culture feedback channels Build a cross-cultural and cross-regional platform for cultural exchange, co-creation and sharing Increase publicity of the company’s model teams and role models Launch more engaging and targeted corporate culture activities Increase the frequency of corporate culture training, learning and communication Establish special rewards or material incentives to encourage cultural practice Other
III. Survey on Cross-Cultural Management and Integration (I) Cross-Cultural Awareness and Respect 15. How would you rate your understanding of the cultural customs, communication styles, and work habits of the regions where overseas subsidiaries are located? Very familiar: I can clearly grasp the local cultural characteristics and respond flexibly. Fairly familiar: I can adapt well and carry out my work effectively. Partially familiar: I have a basic understanding of the main cultural differences. Not very familiar: I only know some superficial information and lack in-depth understanding. Not familiar at all: I have no knowledge of the local culture whatsoever.
16. How would you rate the level of mutual respect and tolerance within your team (including colleagues from overseas) in cross-cultural cooperation? Fully respectful and tolerant: I fully understand and embrace differences. Mostly respectful and tolerant: Occasional frictions exist but are properly resolved. Neutral: The level of respect and tolerance depends on specific situations. Not very respectful and tolerant: Frictions often arise due to cultural differences. Not respectful or tolerant at all: Difficulties in collaboration due to lack of respect and tolerance.
17. In your opinion, what is the most important factor affecting mutual respect and tolerance among teams in cross-cultural cooperation? Language barriers in communication Lack of understanding of local cultural customs Differences in working styles and work pace Divergent values and decision-making logic Lack of effective conflict resolution mechanisms Other
(II) Cross-Cultural Communication and Collaboration 18. How would you rate the smoothness and efficiency of communication channels (e.g., language, tools, time zone coordination) between both parties in cross-cultural collaboration? Very smooth and efficient: Collaboration is unimpeded. Mostly smooth/efficient: Occasional delays have little impact. Neutral: Some communication barriers exist, requiring extra coordination. Not very smooth/efficient: Information deviations or delays occur frequently. Not smooth/efficient at all: Collaboration is severely hindered.
19. How would you rate your understanding of the work intentions, key points of expression, and decision-making logic of colleagues from different cultural backgrounds? Very well: I can anticipate their thinking and reactions. Mostly well: I can accurately grasp their core intentions. Neutral: I can understand in most cases, with minor deviations in a few situations. Not very well: I need repeated confirmations to understand. Not well at all: Misunderstandings frequently occur.
20. How would you rate your team’s ability to resolve disagreements or conflicts caused by cultural differences? Exceptional ability: Can turn conflicts into opportunities for collaboration. Strong ability: Can find solutions acceptable to both parties. Moderate ability: Can alleviate the situation to some extent but struggle to fully resolve it. Weak ability: Issues are easily left unresolved. No ability at all: Conflicts continue to escalate.
(III) Current Status and Gaps in Cross-Cultural Management 21. How would you rate the overall implementation effectiveness of corporate culture development at your overseas subsidiary? Exceptionally effective: Corporate culture is deeply integrated into work scenarios, effectively empowering business development and team collaboration. Mostly effective: Clear implementation measures are in place and widely recognized by employees. Moderately effective: Mostly limited to advocacy and activities, with low integration into actual work. Ineffective: Almost no implementation actions have been taken. Not aware: I have not paid attention to relevant work.
22. Evaluation of Cross-Cultural Management at Your Overseas Subsidiary
The corporate culture development requirements from headquarters are clearly and timely communicated to my office/team.
My office/team has a clear corporate culture implementation plan and quantifiable actions.
In cross-cultural collaboration, corporate culture serves as the core basis for resolving differences and reaching consensus.
The company’s corporate culture has been integrated into core management systems such as recruitment, promotion, and performance appraisal at my office.
My office regularly conducts surveys and evaluations of the implementation of local culture development.
The company’s culture communication content is adapted to the language and cultural customs of my region, making it easy to understand and accept.
23. What do you think are the core contradictions or challenges in cross-cultural management practices at your overseas subsidiary? The adaptation conflict between the unified corporate culture requirements from headquarters and the local cultural characteristics. The balance conflict between the investment in corporate culture development and the priority of business development. Differences in cultural concepts and behavioral patterns between expatriate employees and local employees. No core contradictions; cross-cultural management is progressing smoothly. Unclear; difficult to judge.
24. What do you think are the main shortcomings in cross-cultural management at your overseas subsidiary? Insufficient implementation of headquarters' corporate culture localization initiatives, leading to poor on-the-ground results. Lack of cross-cultural communication rules and collaboration mechanisms adapted to local scenarios, resulting in low communication efficiency. Insufficient sharing of culture development experience with other overseas subsidiaries and headquarters, leading to a lack of synergy. Weak local culture development atmosphere and low employee participation in practicing corporate culture. Lack of professional talents and team support with cross-cultural management capabilities. Other
(IV) Cross-Cultural Management Effectiveness and Support 25. How effective is the management of your overseas subsidiary in coordinating conflicts and promoting integration within cross-cultural teams? Exceptionally effective: Can efficiently resolve conflicts and build consensus. Mostly effective: Can properly handle most conflicts. Moderately effective: Can alleviate conflicts but cannot fully resolve them. Ineffective: Insufficient intervention and resolution of conflicts. Completely ineffective: Unable to promote cross-cultural integration.
26. How would you rate the frequency of cross-cultural management support provided by the Chinese headquarters to your overseas subsidiary? Continuous support: There is a regular, normalized support mechanism in place. Frequent support: Timely responses are provided at critical junctures. Moderate support: Provided on demand but not proactive enough. Occasional support: Only intervenes when problems arise. No support: No cross-cultural management support is provided at all.
27. How would you rate the actual effectiveness of the cross-cultural management-related support measures (such as training, resources, policies, etc.) provided by the headquarters? Exceptionally effective: Effectively resolved the core issues in cross-cultural collaboration. Mostly effective: Provided significant assistance to daily collaboration. Moderately effective: Had some impact but did not fully meet needs. Ineffective: Fell far short of actual requirements. Completely ineffective: Failed to provide valid support.
28. What aspects of cross-cultural management do you hope the company will prioritize strengthening in the future? Strengthen the global unified communication of cultural concepts to enhance cultural consensus among global employees. Improve cross-cultural collaboration mechanisms, break down regional communication barriers, and boost collaboration efficiency. Promote the deep integration of cultural concepts into management systems and business processes to achieve cultural implementation. Increase targeted support for overseas subsidiaries, providing systematic cross-cultural management training and resources. Balance the global uniformity of culture with regional localization, granting more flexibility to overseas subsidiaries. Establish a globally unified cultural development evaluation and closed-loop feedback mechanism for continuous optimization and improvement. Enrich the forms of cultural activities to accommodate the diverse needs of employees in different regions. Other
29. Please share effective methods and measures that you believe can integrate local cultural elements into cross-cultural management practices.
30. What problems or shortcomings do you think the company has in promoting corporate culture? What specific suggestions or expectations do you have for improvement?