November 1, 2025, marked Qingdao’s fifth statutory “Entrepreneurs’ Day.” Over the years, outstanding entrepreneurs in the city have forged ahead with innovation and passionate entrepreneurship, leaving a unique imprint on Qingdao’s reform and development journey and infusing the spirit of entrepreneurship with new meaning. Qin Sigang, General Manager and Ph.D. of Honrock, as a representative of the rail transit industry, had the honor of being interviewed by major Qingdao media on this special day.

The following is a report published by the Qingdao Enterprise Confederation platform, which we excerpt as follows:

On the evening of October 31, 2025, as lights began to shimmer along the shores of Fushan Bay, the glistening waves reflected the radiant glow of the Qingdao International Convention Center. A sharing session for outstanding entrepreneurs themed "Enterprises Make Cities Better" was about to commence here. In the interview area of the venue, we met Qin Sigang, General Manager and Ph.D. of Honrock Railway Transportation Equipment Co., Ltd.

He carries a dual identity: the leader of a 26-year-old "hidden champion" enterprise and a pioneer who has injected new vitality into the company after taking over. Before the sharing session began, he engaged in a candid conversation with us, covering topics from the core of enterprise management to reflections on exploring overseas markets and his mindset in facing current challenges.

Technological Leap: From "High-Speed Rail Locksmith" to "Intelligent Traveler"

"We call ourselves the 'high-speed rail locksmiths.' Approximately over half of the locks on China's high-speed trains are produced by us," Qin Sigang introduced. Honrock has long been rooted in China's rail transit vehicle market. Beyond this 26-year "core business," they are also a manufacturer of high-speed train sunshades and various interior products. The lock and sunshade categories have firmly established Honrock as an undisputed "hidden champion" in the field of rail vehicle interiors.

In the past, Honrock was a traditional manufacturing enterprise "dealing with mechanical components." Starting in 2016, Qin Sigang led the team toward electrification and intelligent development. Today, they have two notable intelligent products: an active noise cancellation system and air purification equipment. "Active noise cancellation doesn't rely on isolating or blocking noise; it uses algorithms to control speakers to emit sound waves of opposite frequencies to cancel out the noise. This cutting-edge technology has already achieved mass production in metro driver's cab seats. The air purification equipment began development in 2017 and has since seen batch application. We believe that whether on high-speed trains or metro vehicles, passengers will increasingly value health and comfort in the future—lower noise, cleaner air, and greener materials. This is the trend. So, we've expanded our R&D and technological focus from this perspective."

Management Innovation: Cultivating the "Soil of People's Hearts"

In Qin Sigang's view, the expansion of technological products is merely the most visible manifestation of enterprise innovation. What truly supports these changes is a fertile "soil." For this "second-generation entrepreneur," the most significant changes after taking over extend beyond updating technology and products to deeper management reforms.

He regards "people's hearts" as the deepest layer of innovation within an enterprise. "An enterprise is an organization of people. Without cohesion, even the most advanced technology cannot be propelled forward." He offers a vivid analogy: "Just like farming, the soil must be fertile for the crops planted to grow healthy and lush." This "soil" is precisely what he firmly believes in: the corporate mission, vision, values, and culture.

After taking over in 2011, his primary task was to build this cultural core for Honrock, starting from its traditional manufacturing foundation. He introduced modern enterprise management systems and boldly implemented a series of corresponding measures: introducing a CIS system to reshape the corporate image and management standards; vigorously cultivating young talent, building an innovation core team primarily composed of post-90s generation. In his eyes, these efforts are all aimed at cultivating the "soil of people's hearts," which is the underlying logic supporting continuous innovation in all technologies and products.

Breaking Through Overseas: Don't Seek 'Quick Money,' Be a 'Long-Termist'

Internal organizational and cultural transformation ensures a continuous endogenous drive and secures a stable domestic market. Guided by the corporate vision of "making Honrock resound throughout the world," the company resolutely embarked on its overseas journey. Drawing on years of overseas living and work experience, along with recent inspections in Germany and Switzerland, Qin Sigang shared his observations: "We are still on the path of going global and are not qualified to claim success; we can only share some practical feelings." Having lived and worked in Europe, where he still has many friends, and combined with over a year of overseas market experience, he summarized three "practical lessons."

First, "Don't just think about making money from them." "Going global isn't about 'making a quick buck'; it's about finding the second growth engine for the enterprise, and it must create value for overseas clients. You have to think from their perspective for them to trust you."

Second, "Be patient and wait." The European market has mature industrial chains and cultural norms; it's not something to conquer in half a year or a year. "The speed of Chinese manufacturing is fast, and the European market needs time to adapt. Conversely, we also need to adapt to their pace. This is bidirectional; one must have a long-termist mindset."

Third, "Settle down and do the work." If you want to move away from agents and engage in direct sales, you must send a signal to clients: "We are not here as 'passersby'; we intend to take root long-term." Combining Chinese efficiency, cost-effectiveness with localized services allows clients to see tangible value.

The next 5-10 years present a "high-certainty opportunity" in European rail transit: Countries like Germany, due to underinvestment in railways over the past decade, have new government plans to increase infrastructure spending. "Learning from China's modernization efforts is precisely our window of opportunity." However, he also cautions that the prerequisite for going global is "being strong oneself"—ensuring product quality and technical capability are up to standard, coupled with thorough planning.

Facing the Present: SMEs, Don't Panic, First Strengthen Your 'Internal Capabilities'

As Secretary-General of the Shandong chapter of Zhenhe Island, Qin Sigang often communicates with small and medium-sized enterprise (SME) entrepreneurs. He knows times are tough, but he places greater emphasis on "mindset" and "action." "The economy has cycles; no one can avoid them, but don't panic. Be 'innate optimists'; entrepreneurs need that spirit."

Optimism alone isn't enough; one must also be "pragmatic." "What needs to be done most now is 'cost reduction and efficiency enhancement'—streamlining internal management, controlling costs well, and improving product cost-effectiveness." He mentioned the theme of the Shandong Zhenhe Island September annual conference, "Navigating Cycles, Linking the Future with Digitalization," emphasizing relying on cost reduction and efficiency enhancement to overcome difficulties and using digital technology to embrace the future. "This isn't a slogan; it's the lifeline for SMEs. No matter how geopolitics change, economic laws remain constant. Good products, affordable prices, and good service—nothing goes unsold."

In his view, this is also the responsibility of "second-generation entrepreneurs": not only to ensure their own enterprises survive but also to help more SMEs find direction. "Our fathers' generation taught us 'steadiness'; we must learn 'agility' and find opportunities within challenges."

Looking to the Future: Anchoring a Century-Old Brand, Helping Chinese Manufacturing Reach the Summit

Looking to the future, Qin Sigang presents a very clear vision for Honrock: "Honrock aims to become one of the top 100 enterprises in China's machinery industry; to make the Honrock brand globally renowned for a century; and to contribute its efforts toward Chinese manufacturing reaching the world's peak."

Reflecting on his father's generation's entrepreneurial journey and his over-a-decade-long stewardship and innovation, Qin Sigang remarks with emotion: "My father's generation were genuine blacksmiths, mechanical engineers—very pragmatic, who created artisan-like products with their heads down and hands working diligently." For his generation, the task is to nurture this "root" to be stronger and extend its "branches and leaves" farther. Not only to be a "hidden champion" domestically but also to build the brand internationally; not only to engage in traditional manufacturing but also to drive intelligent innovation. And "second-generation entrepreneurs" not only inherit the entrepreneurial foundation but also innovate to broaden and extend this path further based on their predecessors' work.