How Jasan Builds Global Talent

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Global Growth

Starts with People

After more than 30 years in knitwear manufacturing, Jasan Group continues to expand its global production network. The Group now operates four production bases across Vietnam, covering the full value chain for socks and seamless apparel. In 2026, construction began on Jasan’s Egypt production base, which is expected to begin phased operations in 2027.

Jasan employs more than 12,000 people worldwide, with over 60% based overseas. Alongside its expanding global production network, the company has built a large, locally integrated international workforce.

To support its global talent strategy, Jasan has developed a systematic approach to talent development and workforce management.

01

Build the Core

Jasan’s overseas bases follow a “core team deployment + local team execution” model.

Key management and technical staff are selected and deployed by the Group. They introduce established production processes, technical standards, quality requirements and management systems to new bases, while supporting production setup, technical implementation and early-stage operations.

In this way, Jasan’s manufacturing experience travels with its core teams into each new production base.

Jasan’s Thanh Hoa Base, Vietnam

Hu Youjun, General Manager of Jasan’s Thanh Hoa Base, previously worked for many years at the Jiangshan Base, where he served as plant manager of the Sijin factory in Jiangshan Industrial Park. Yu Tianbao, Vice President of Production at the Hung Yen Base, was transferred from the Guizhou Base.

Not all assignments are permanent. Some employees support new factories on a project basis. Implementation engineers Fu Yusheng and Han Ze, for example, typically spend 6 to 12 months on site when a new factory launches, supporting equipment installation, system rollout, production-line commissioning and process integration. Once operations are running smoothly, they return to their original roles or move on to the next project.

02

Adapt Locally

At the same time, Jasan localizes HR leadership at its overseas bases.

Local HR teams, familiar with the language, labor policies and employment environment, are responsible for recruitment, employee relations and external communication. This helps each base operate in a way that fits local conditions.

All four HR heads at Jasan’s Vietnam production bases are local employees and play a key role in keeping HR operations running effectively. The Egypt base, still under construction, has also appointed its HR lead in advance. A graduate of Cairo University, the employee is a native Arabic speaker and fluent in Chinese. Since the early stages of the project, the employee has been deeply involved in workforce planning and government coordination, laying the groundwork for large-scale recruitment and team building.

Frontline production roles at Jasan’s overseas bases are also mainly filled by local employees.

Pay and benefits, working hours, social security, labor contracts and employee communication are all designed around local labor laws and employment practices.

In Vietnam, Jasan has built its salary, allowance, social insurance and overtime systems around local regulations. In Egypt, working hours and rest arrangements are adapted to local practices, with consideration given to employees’ religious needs.

Employees at Jasan’s Vietnam Base celebrate International Women’s Day

From the early preparation of a new base to the long-term operation of a mature one, localization is not an add-on after production begins. It is part of how an overseas base is built from the start.

03

Grow Local Talent

To make sure Jasan standards are applied consistently across global operations, the Group has built a three-level training system for all employees.

01

Start Strong

For all new employees, covering company culture, Group values, employment policies, workplace safety and other fundamentals. The goal is to help employees move smoothly from joining the company to entering their roles.

02

Build Expertise

For all new employees, covering company culture, Group values, employment policies, workplace safety and other fundamentals. The goal is to help employees move smoothly from joining the company to entering their roles.

03

Grow to Lead

For all new employees, covering company culture, Group values, employment policies, workplace safety and other fundamentals. The goal is to help employees move smoothly from joining the company to entering their roles.

Jasan also selects local technical and management talent from overseas bases for intensive training in China.

The program combines classroom learning, hands-on factory practice and one-on-one mentoring, with interpreters provided when needed. Participants learn production processes and operating standards in depth.

The training goes beyond equipment operation and workflow. Participants also need to understand the different quality and production standards required by different customers.

By the end of this year, Jasan’s Egypt base plans to send its first group of core technical and management trainees to the Jiangshan Base for approximately 3 to 6 months of intensive study and practical training, building a local talent pipeline ahead of production launch.

04

Build the Pipeline

As overseas bases mature, Jasan is also building clear promotion paths from frontline roles to first-line management, middle management and core leadership positions.

Local employees can move upward as their experience and capabilities grow, allowing each overseas base to gradually develop its own management pipeline.

Tran Thi Thuy Trang, Deputy Director of Jasan's Vietnam Management Center, began her career at Jasan as an HR supervisor. She later served in several management roles, including HR manager and Deputy General Manager of the Hai Phong production base.

Tran Thi Thuy Trang

In 2025, she was appointed Vice President of Jasan Group, becoming the Group’s first foreign vice president and the first Vietnamese executive in the history of China’s A-share market. 

She now oversees human resources, administration, public relations, and import and export operations, playing a key role in Jasan's local management team in Vietnam.

Jasan also maintains an open internal mobility system across regions.

Employees in China can apply for overseas assignments. These roles often come with higher levels of responsibility and broader management scope, creating more room for career growth. Employees who later wish to return to China can also apply for roles at headquarters or domestic bases, based on personal preference and business needs.

This approach also allows younger employees to grow quickly through hands-on experience across different roles and locations.

In 2021, Tian Jiayu joined Jasan as a fresh graduate through the Group’s Future Plant Manager Program. He rotated through multiple roles at the Guizhou Dingsheng factory and later took part in production management and digitalization projects, building experience in production planning, systems management and project execution through real business challenges.

Tian Jiayu at Jasan’s Hung Yen Base, Vietnam

In April 2024, Tian accepted an overseas assignment and was promoted to Production Planning Manager at Jasan’s Hung Yen Base in Vietnam.

Facing staff shortages, inconsistent production data and delivery pressure, he worked with his team to restore production rhythm and improve delivery performance. As the base expanded capacity, he also became involved in warehouse management, systems optimization and cross-functional coordination.

Over five years, Tian grew from a fresh graduate into a core management member at an overseas base. His journey reflects how Jasan develops young talent through real responsibility, cross-base experience and overseas assignments.

Talent comes first. For Jasan’s overseas expansion to move with speed and strength, people and management capabilities must grow alongside production capacity.

As Jasan’s global manufacturing network continues to expand, the demands on talent and management are also rising. This open talent development system reflects the Group’s organizational resilience — adapting to different local environments while supporting Jasan’s long-term global growth.

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