On February 6, 2026, we’re holding a meeting today to discuss the matter of Disney’s random inspections of factories and are asking all departments to prepare accordingly.

At 9 a.m. today, the company held an emergency special meeting to make arrangements for the global collaborative factory inspections that Disney’s brand will launch in mid-month. These inspections cover three core areas—production compliance, quality control, and social responsibility—and encompass the entire production process. They will have a significant impact on the company’s supply-chain stability and its reputation for brand collaboration. The meeting was chaired by the General Manager, and all heads of eight departments—including Production, Quality Inspection, Legal, Administration, and Human Resources—attended to jointly discuss response strategies.

The first item on the meeting agenda was a briefing by the Supply Chain Director on the background of the spot checks. According to the director, starting from the fourth quarter of 2025, Disney will upgrade its global supplier management standards by adding 12 new environmental indicators and 8 additional provisions related to labor rights, and will also introduce third-party auditing agencies to conduct unannounced inspections. This round of spot checks will be conducted using a “surprise inspection” model—inspection teams may arrive at factories at any time without prior notice of specific inspection items. This change places higher demands on companies’ day-to-day management practices; any oversight in any stage could lead to termination of cooperation or even legal liability.

The head of the production department then outlined the three major challenges currently facing the department: First, a recent surge in order volume has led to overtime work on some production lines, potentially crossing the red line for labor rights; second, the newly introduced eco-friendly coatings require re-certification, yet the supplier has not yet completed all the required test reports; third, there are isolated gaps in employee safety training records that need to be urgently addressed and filled in. In response to these issues, participants engaged in an in-depth discussion. The legal team recommended immediately initiating a "Compliance Acceleration Procedure," with the Administration Department taking the lead and working closely with the Human Resources Department to complete a full review of all overtime records and make up for any missing safety training within 48 hours, ensuring that all data is traceable and verifiable.

The quality inspection department gave a detailed report on the upgrade plan for the quality control system. According to Disney’s new regulations, products must undergo double testing: in addition to routine physical performance tests, they must also undergo tests to measure the migration of chemical substances. The comparative data presented by the Director of Quality Inspection showed that the company’s existing testing equipment has an identification rate of only 78% for the new plasticizers, whereas Disney requires a rate of over 99.5%. At the meeting, it was decided to urgently procure three high-precision spectrometers and, at the same time, assign 10 senior quality inspectors to form a special task force, which will begin conducting simulated testing drills starting immediately. To ensure foolproof results, the plan also includes inviting a third-party testing agency to conduct a preliminary review prior to random inspections.

The social responsibility sector has become a focal point of discussion. According to the latest data provided by the Human Resources Department, the average age of factory employees is 32, and among them, 23% are migrant workers. Although the rate of signing labor contracts has reached 100%, some employees still lack a sufficient understanding of their rights and benefits. In response to this situation, the meeting has developed an implementation plan for the “Sunshine Project”: First, produce a visually rich rights handbook and record explanatory audio in local dialects; second, establish a 24-hour anonymous reporting hotline, directly managed by the Legal Affairs Department; third, set up additional legal consultation windows in employee dormitory areas and arrange for lawyers to be on-site weekly to answer employees’ questions. The Administration Department is required to complete the production and distribution of all promotional materials within three days.

In his concluding remarks, the General Manager emphasized that this spot check is not merely a response to inspections but also an opportunity to drive the company’s transformation and upgrading. He outlined three key objectives: ensuring that all production processes comply with the latest international standards; guaranteeing that employees’ rights and interests are effectively protected; and significantly enhancing the company’s corporate social responsibility image. To this end, the company will establish a special command center led by the Deputy General Manager, implement a “daily reporting and weekly summary” mechanism, and require each responsible department to sign a commitment letter. Any link failing to meet the standards will be subject to a “one-vote veto.”

At the conclusion of the meeting, specific timelines were clearly defined: all risk assessment tasks must be completed by February 8; compliance training for all employees will kick off on February 10; the first mock audit will be conducted on February 12; and all corrective actions must be finalized by February 15. Department heads immediately received their task lists on the spot and pledged to mobilize all staff members and meet this challenge with the highest standards. After the meeting adjourned, the production workshop has already begun adjusting its scheduling plans, while the procurement process for equipment in the quality inspection laboratory was simultaneously launched. Meanwhile, the administrative department worked through the night to produce promotional posters highlighting employee rights and benefits—thus officially marking the start of this critical battle that will determine the company’s survival and future development.

This meeting underscores the company’s heightened sense of crisis and its ability to adapt in the face of global competition. By systematically identifying risk factors, developing targeted solutions, and strengthening cross-departmental collaboration, the company is transforming compliance pressures into a driving force for enhancing its management capabilities. As the General Manager put it: “True brand collaboration begins with respect for the rules and thrives on a steadfast commitment to quality.” With the implementation of these measures, the company is poised to deliver a satisfactory performance in this spot check, laying a solid foundation for future expansion into international markets.

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