The DoitRubber “Little Angel” Initiative: Transforming “Material and Spiritual Well-being” from a Vision into Everyday Reality.

 At Huizhou Doit Precision Products Co., Ltd. (International Brand: DoitRubber), the corporate mission is not merely a slogan hanging on a wall, but a warm and ongoing practice. Beginning in March 2025, DoitRubber integrated Kazuo Inamori’s “Amoba Management” philosophy — drawing upon its core tenets of “candid communication and team cohesion” — to put into concrete action the pursuit of “both material and spiritual happiness for all employees.” This initiative gave birth to a unique and distinctive employee program: the “Little Angel Activity.”

The operational mechanism of the “Little Angel” initiative is both simple and deeply thoughtful: organized around “Little Angel” groups, the program revolves around a monthly theme. Each member receives a monthly activity allowance of 50 yuan, with an additional 50 yuan granted to those celebrating a birthday that month. While this stipend may not be substantial in monetary terms, it is imbued with profound emotional value — designated for a wide variety of team activities, ranging from group meals and outdoor excursions to employee care initiatives and social welfare projects.

Each month, the program centers on a distinct theme. From March’s “Innovation and Improvement: It Starts with Me,” to April’s “Grateful for You: Walking Together,” and May’s “The Team’s Most Precious Sparkle — As I See It,” these themes serve as guiding banners. They inspire the team to pursue growth amidst their shared joy, and to truly see and appreciate one another during their times of togetherness.

Led by the Management Department, this initiative empowers each department to independently organize its own activities. Every month, departmental representatives serve as judges to evaluate participating teams; submissions — presented in the form of videos and photos — are assessed based on their entertainment value, thematic relevance, and the department’s “improvement proposals” for that month. Based on these criteria, an “Outstanding Little Angels” team is selected and awarded a bonus of 200 yuan. This mechanism not only sparks creativity but also closely integrates team-building efforts with daily operational improvements, ensuring that “improvement and innovation” is not merely a slogan, but a guiding principle that permeates every aspect of our work.

Among the many activities held, the weekend hiking excursion organized by the “Invincible Battle Team” — a team formed by members of the R&D Department — was particularly moving. As the team hiked together, they noticed a significant problem: litter was strewn carelessly along both sides of the mountain trail. Although no one had assigned this task, and no one was monitoring their performance, the team members spontaneously bent down to help; as they made their way up the mountain, they continuously gathered the discarded bottles, tissues, and packaging wrappers left behind by others.

Upon reaching the summit, everyone gathered beneath the Prayer Tree to offer their blessings, then sat in a circle to enjoy a picnic together. Sunlight bathed every face — sweaty yet beaming with smiles. In that moment, team cohesion ceased to be an abstract concept; instead, it took tangible form in every helping hand extended, every shared bite, and every peal of laughter.

Since the launch of the “Little Angel” initiative, employee relations at DoitRubber have undergone a subtle yet profound transformation. Beyond the workplace, everyone has taken on a new identity — that of a family member with whom one can truly open up. New hires now integrate into the team at a noticeably faster pace; faces that once existed merely across the conference table have become warm, authentic presences — whether on the hiking trail, around the dinner table, or at community service events.

The corporate mission — “to pursue both the material and spiritual well-being of all employees” — has become concrete and palpable through simple acts: a monthly contribution of 50 yuan, a mountain hike, a picnic, or a birthday celebration. It is no longer a grand narrative, but rather a collection of small, everyday moments in which everyone can participate, create, and find fulfillment. When employees begin taking the initiative to plan surprises for one another, when an R&D team spontaneously stops to pick up litter during a hike, or when a newcomer, during an activity, refers to the group as “our team” for the very first time — that is when the vision of “material and spiritual well-being” has quietly taken root. And perhaps, this represents the most unadorned and sincere echo within the corporate world of Kazuo Inamori’s “Konpa” philosophy.