On June 17, 2025, Liu Qiangdong, Chairman of the Board of Directors of JD.com Group, publicly addressed his rescue efforts during the 2008 Wenchuan earthquake for the first time at an industry-sharing event. He revealed that immediately after the earthquake, he wrote a "farewell letter" email overnight and sent it to all employees, stating that if he did not return safely, the remaining RMB 780,000 in the company’s account should be prioritized for paying employee salaries. At that time, JD.com’s annual revenue had just surpassed RMB 1 billion, yet it was burdened with RMB 80 million in outstanding debts. Suppliers had surrounded the company’s warehouses demanding payments, pushing the business to the brink of bankruptcy.

2025年6月17日，京东集团董事局主席刘强东在一场行业分享会上首次公开回应2008年汶川地震时的救援经历。他透露，地震发生后，他连夜写下“遗书”邮件发给全体员工，称若自己未能平安归来，公司账户剩余的78万元现金需优先用于发放员工工资。彼时，京东全年营收刚突破10亿元，却背负着8000万元待偿债务，仓库被供货商围堵催款，公司一度濒临破产。

Liu Qiangdong recalled that on the early morning of May 13, 2008, after donating all his personal savings of RMB 120,000, he immediately contacted an off-road vehicle team and rushed to the disaster zone with supplies, including 30 tents. With navigation systems disabled, the convoy had to navigate along cliffsides where boulders were tumbling down, relying solely on paper maps, until they finally reached the bridge collapse site in Pingwu County. During the 14 days spent in the disaster area, he and his team survived on compressed biscuits, setting up temporary rescue shelters amid aftershocks, and only withdrew once roads were cleared. Liu Qiangdong admitted frankly, "I even had a patch of hair turn gray at the time, but I felt compelled to do something."

刘强东回忆，2008年5月13日凌晨，他将自己全部12万元存款捐出后，立即联系越野车队，携带30顶帐篷等物资赶赴灾区。由于导航系统瘫痪，车队只能依靠纸质地图在滚石飞落的悬崖边摸索前行，最终抵达平武县断桥处。在灾区的14天里，他与团队靠压缩饼干充饥，在余震中搭建临时救援点，直至道路畅通才撤离。刘强东坦言：“当时头发都白了一撮，但觉得必须做点什么。”



According to Liu Qiangdong, before departing, he not only ensured financial safeguards for the company but also authorized warehouse managers near disaster zones to "donate emergency supplies without seeking approval." This decision stemmed from JD.com’s early corporate culture of "prioritizing disaster relief," which has since enabled over 20 rapid response efforts. He emphasized that the 2008 experience deeply impressed upon him that enterprises must not only pursue commercial value but also shoulder social responsibilities in the face of disasters. During the sharing session, he reiterated, "Whenever a disaster strikes any region, JD.com’s warehouse managers have the authority to dispatch supplies directly."

据刘强东透露，出发前他不仅安排了公司财务保障，还授权灾区附近库房经理“无需请示即可捐赠应急物资”。这一决策源于京东早期“救灾优先”的企业文化，至今已促成20余次快速响应。他强调，2008年的经历让他深刻意识到，企业不仅要追求商业价值，更需在灾难面前承担社会责任。此次分享会上，他重申：“任何地区发生灾害，京东库房经理都有权直接调拨物资。”

From the Wenchuan earthquake to 2025, JD.com’s disaster response time has been reduced from 14 days to as fast as 4 hours. Liu Qiangdong disclosed that the company has now established emergency supply reserves in major cities across China and formed coordination mechanisms with local governments. He reflected emotionally, "The tire marks we left on the Wenchuan fault lines back then have now become ingrained in our corporate DNA." Despite facing controversies over strategic adjustments in recent years, Liu Qiangdong’s "farewell letter" story continues to be regarded by netizens as a benchmark for corporate social responsibility among entrepreneurs, with related topics garnering over 10 million reads on Weibo.

从汶川地震到2025年，京东的救援响应速度已从14天缩短至最快4小时。刘强东透露，目前京东在全国主要城市建立了应急物资储备库，并与多地政府建立联动机制。他感慨：“当年在汶川断裂带上留下的轮胎印，如今已化作企业基因的一部分。”尽管近年来京东因战略调整面临争议，但刘强东的“遗书”故事仍被网友视为企业家社会责任的标杆，相关话题在微博阅读量超千万次。