Deli Group and CEO Apologize After Netizen Says He Was Fired for a Limp — But This May Be More Than an Isolated Case

A social-media post rocked office-supplies giant Deli Group on September 29: a candidate who had passed three rounds of interviews and arrived to onboard at the company’s Ningbo HQ says he was asked to leave that very day because he walks with a limp. According to the post, HR pressured him to sign his exit as a “voluntary resignation.” The story quickly drew public sympathy and condemnation, with many pointing out that the behavior could amount to discrimination and possible legal violations.

The company response was swift. An account claiming to be Chen Xueqiang, Executive President of Deli Group, posted in the comment thread expressing shock and offering an immediate apology, and Deli later confirmed the comment came from Chen. On September 30 the company issued an official apology, formed a special investigation team, and acknowledged that the employee’s allegations were “basically true.” Deli said Chen had personally apologized to the individual and dispatched the head of the President’s Office to meet him; the group also pledged corrective measures to address management gaps and improve corporate culture.

Local organizations have also stepped in: the county disabled persons’ federation and labor inspection authorities say they are following up. Meanwhile, additional social-media posts allege similar incidents — for example, a hearing-impaired candidate reported having an offer rescinded — and employees have complained online about low social-security bases and overtime-pay practices. Those reports expand the issue from one disputed dismissal into broader questions about recruitment fairness and labor compliance at the company.

Deli Group has shown strong business performance in recent rankings, yet this episode highlights a central point: corporate values like diversity and human-centered care must be implemented, not only promoted. That requires robust HR training, transparent policies, and compliance mechanisms that prevent discrimination, especially at the onboarding stage where first impressions are made.

The CEO’s apology and the company’s pledge to rectify problems are important first steps. What matters next is verification by labor authorities and persistent, concrete reforms — only then can this incident become a catalyst for genuine cultural and procedural change rather than simply a PR moment.