Since the outbreak of Covid-19, the hospitality industry has been hit hard. Crowne Plaza Shanghai Xiayang Lake (Xiayang Lake Hotel) under SIG Asset Management Co., Ltd. (SIGAM) was no exception. Apart from Building 3 that accommodated medical workers in Qingpu District, Building 1 had about 10 long-stay rooms only available for booking every day, the room occupancy was only 25 percent, the hotel's Chinese restaurant, western restaurant and other business places have been shut down, and 80 percent of the hotel's employees were standing by.

At the moment the banquet hall told that a head of JD Qingpu who was coming to cancel wedding banquets said that JD Qingpu's warehouse was short of hands. At the news, the hotel's management came up with an idea: Can the hotel try "employee sharing"? After contacting JD Qingpu, the hotel reached an agreement with it on rights and obligations, management systems, support measures, legal risks and attribution of liability. Upon voluntary application by employees, the hotel sent the first group of employees to JD Qingpu's warehouse on March 3. It took only 4 working days to finish the cooperation from negotiation to job taking.

A saying in The Art of War by Sun Tzu goes, "Therefore, just as water retains no constant shape, so in warfare there are no constant conditions; he who can adjust tactics to the enemy's conditions and win may be called a god." The Covid-19 battle saw the emergence of a new and unique model of the sharing economy-"employee sharing" that led to an all-win outcome. To Xiayang Lake Hotel, "employee sharing" not only eased its wages pressure, but also cushioned the impact from the epidemic; to JD's warehouse, it solved the shortage of employees; to the hotel's employees, "employee sharing" created a new labor relation. Amid Covid-19 prevention and control, SIGAM and its subsidiaries went all out to organize work and production resumption, make innovation, and contribute to epidemic prevention and control and economic development.