企业文化建设

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中秋暖意浓|中铁二院北方公司这场活动,心系基层职工
Qi Lu Wan Bao· 2025-09-30 10:21
品鉴间隙,大家的话题也从工作延伸到生活与文化。从工作中的部门配合、专业协作,聊到家庭生活里的细碎琐事;从嫦娥奔月的神话传说,谈到祭月、赏 月、吃月饼的传统习俗;从古代文人笔下的中秋情怀,延伸至现代中秋的文化意义。在轻松的交流中,职工们深深感受到中秋背后深厚的文化底蕴,进一步 增强了对民族文化的认同感和自豪感。 金秋送爽,丹桂飘香。在中秋佳节来临之际,为扎实落实基层劳动者关怀,深入践行以职工为中心的工作导向,9月29日,中铁二院北方公司温情开启"饼承 心意,同心筑行"中秋月饼品鉴会暨"你的心声我来听"活动,为广大职工送上节日祝福与暖心关怀。 "月满中秋饼留香,情暖职工聚力量"。据中铁二院北方公司工会负责人介绍,本次活动是企业与职工之间的一次深度链接。未来,公司工会将继续推动中华 优秀传统文化与职工文化生活深度融合,在文化传承与社会责任方面充分发挥桥梁纽带作用。作为基层职工的 "娘家人",工会也将始终秉持初心,把广大 职工的声音当作最宝贵的 "指南针",通过更丰富、更贴心的文化体验,为职工注入精神动力,助力中铁二院高质量发展,为中华民族伟大复兴凝聚团结奋 进的强大合力。 通讯员 [韩宇聪] "月圆人团圆,沟通心更 ...
内蒙古鄂温克电厂举办趣味运动会凝心聚力展风采
Zhong Guo Neng Yuan Wang· 2025-09-26 03:24
一直以来,该厂以职工需求为导向,组织开展多元化活动,热烈而温暖的活动氛围不仅是职工活力的表 现,更是该厂多年来培育积极向上的企业文化的生动写照,增强职工对企业的归属感与中华传统文化的 认同感。 (鄂温克电厂-翟陈婷、刘震) 此次活动,摒弃了传统竞技的紧张感,凝聚"趣味"与"协作",让活动兼具竞技性与趣味性。该厂在项目 设置上精心谋划,结合职工工作生活特点和体力极限,共推出有氧鼓、背夹球、赶鸭子上架、共赴前 程、彩虹伞颠球、筷子夹球、运转乾坤球七项特色趣味项目。各参赛队伍协作默契、奋勇争先,活动考 验团队同步性,大家步调一致向着同一目标迈进,充分展现出团队精诚合作、敢闯敢拼的精神风貌。赛 场上,口号声、呐喊声、欢笑声交织在一起,运动员们尽情释放活力,围观职工热情喝彩,将活动氛围 一次次推向高潮。 9月24日,鄂温克电厂举办"凝聚团队力量 共绘精彩篇章"趣味运动会,参赛职工齐聚一堂,在欢声笑语 中释放激情,在协同竞技中凝聚力量,用独特的方式共贺双节,展现新时代能源人的蓬勃朝气与团结风 貌。 ...
国寿安保基金:以文化“三力”筑牢高质量发展根基
Xin Lang Ji Jin· 2025-09-25 02:13
Core Viewpoint - The article emphasizes the importance of cultivating a distinctive financial culture in China, as highlighted by General Secretary Xi Jinping, and outlines the commitment of Guoshou Anbao Fund to integrate this culture into its operations for high-quality development [1][2]. Group 1: Cultural Foundation - The company adheres to the core values of compliance, integrity, professionalism, and stability, aiming to build a cultural system that resonates with its strategy, employee development, and customer expectations [1][2]. - A clear core value and mission vision serve as the foundation for the company's culture, enhancing employee cohesion and alignment with the company's goals [2][3]. Group 2: Integration of Culture and Business - The company integrates cultural requirements into its governance and operational processes, ensuring that cultural values are reflected in performance assessments and decision-making [2][4]. - The management team leads by example, promoting a culture of compliance and ethical behavior, thereby fostering a positive organizational atmosphere [2][4]. Group 3: Business Development and Cultural Synergy - The company promotes a culture of long-term, value, and responsible investment, focusing on fundamental research to achieve sustainable returns [4][6]. - Risk management and compliance are emphasized as essential components of the company's operations, with a strong focus on cultivating a proactive risk management culture among all employees [4][6]. Group 4: Customer-Centric Approach - The company prioritizes investor interests, enhancing customer service through transparent communication and collaboration across departments, which improves brand reputation and customer loyalty [5][6]. Group 5: Cultural Communication and Talent Development - The company actively promotes its culture through various activities and communication channels, ensuring that cultural values are internalized by employees and effectively communicated externally [7][8]. - Talent recruitment and development are aligned with the company's cultural values, fostering a supportive work environment that enhances employee satisfaction and retention [7][8]. Group 6: Future Directions - The company plans to continue promoting Chinese financial culture and deepen its cultural framework, integrating it with strategic and operational management to maintain competitiveness in the market [8].
跨行业视角下公募基金企业文化建设的路径探索——以中国特色金融文化为引领
Zhong Guo Jing Ji Wang· 2025-09-22 08:47
Core Viewpoint - The article emphasizes the importance of building a distinctive financial culture in the public fund industry, aligning with the principles outlined in the 20th National Congress of the Communist Party of China and the 2023 Central Financial Work Conference [3][4]. Summary by Sections Introduction - The public fund industry has become a significant force in China's financial system, with assets reaching 35.08 trillion yuan and over 13,000 products by July 2025 [2]. - Challenges include a focus on scale over quality, product homogeneity, and inadequate investor service [2]. Core Values of Public Fund Corporate Culture - **Trust Responsibility**: The foundation of corporate culture must focus on protecting investor interests, ensuring accurate risk disclosures, and adhering to investment strategies [4]. - **Long-term Value**: The culture should promote a long-term investment perspective, moving away from short-term speculation and emphasizing thorough research [5][6]. - **Professional Adaptation**: The culture must balance professional capabilities with compliance, innovating within the framework of serving the real economy [7]. Cross-Industry Cultural Insights - **Lean Culture from Manufacturing**: Emphasizes process optimization and efficiency, which can be adapted to enhance research and product design in public funds [9][11]. - **Risk Control Culture from Banking**: Advocates for comprehensive risk management practices that can strengthen the public fund industry's cautious approach [12][15]. - **User-Centric Culture from Internet**: Focuses on understanding investor needs and providing tailored services, addressing the issue of service homogeneity in public funds [16][18]. Current Status and Optimization Paths - **Current Status**: There is an awakening awareness of cultural construction, but issues of "virtualization" and "disconnection" remain prevalent [19]. - **Optimization Path**: Emphasizes the need for deep integration of culture and business processes, with clear principles for adapting cross-industry experiences [20][21]. Conclusion - The article concludes that the public fund industry can benefit from cross-industry cultural experiences, provided they are adapted rather than copied, to effectively address current challenges and enhance quality development [21].
搭建“五大平台”,助推企业发展提质增效
Qi Lu Wan Bao· 2025-09-05 11:58
Core Viewpoint - Jining Energy Jin Qiao Coal Mine focuses on high-quality development as a strategic task, innovatively constructing five platforms: brand leadership, educational learning, communication exchange, propaganda, and cultural empowerment, to deeply integrate ideological work with production operations, injecting strong momentum into the mine's high-quality development [1] Group 1: Brand Leadership Platform - The company has implemented a brand culture strategy, creating a matrix of five major brands: "Red Collar Gold, Smart Bridge" for party building, "Heart-to-Heart Bridge" for ideological work, "Clean Gold Bridge" for integrity, "Golden Harbor" for union work, and "Smart Link Bridge" for corporate culture, forming a brand cluster that supports sustainable development [2] - The company conducts evaluations for advanced models such as "Labor Model," "Most Beautiful Worker," and "Star Class," promoting the integration of party building with production operations through the "Three Highlights, Three Comparisons, One Striving" initiative [2] - The company emphasizes situational and task education, conducting six lectures on various themes to guide employees in recognizing the situation, clarifying tasks, and strengthening confidence [2] Group 2: Learning Education Platform - The company organizes political theory learning through various formats, enhancing the ideological education of party members and strengthening their beliefs [3] - It improves comprehensive business capabilities by utilizing training programs and educational bases to inspire patriotism and enhance professional skills [3] - The company focuses on cultivating young talent through a "Talent Strong Enterprise" strategy, implementing a four-level mentoring system and organizing training activities to enhance the professional quality of young employees [3] Group 3: Communication Exchange Platform - The company establishes channels for expressing employee demands, including a mailbox for the mine manager and a direct connection mechanism between team leaders and the mine manager [4] - It promotes a communication mechanism between management and employees, addressing practical difficulties through direct conversations and on-site problem-solving [4] - The company ensures the democratic rights of employees by involving them in major decisions through representative meetings and promoting transparency in operations [4] Group 4: Propaganda Platform - The company strengthens news publicity by organizing monthly meetings and training for core communicators, enhancing its social influence through various media channels [5] - It promotes corporate culture through online and offline methods, increasing employee recognition through cultural competitions and activities [5] - The company engages in spiritual civilization construction by recognizing exemplary units and individuals, and organizing volunteer and charitable activities [5] Group 5: Cultural Empowerment Platform - The company develops a "Family Culture" brand, promoting teamwork and a positive work atmosphere through various initiatives [7] - It builds a modern multifunctional employee service center, providing various services and activities to enrich employees' lives [7] - The company implements initiatives to address employees' urgent needs, significantly enhancing their sense of well-being and happiness [7] Group 6: Overall Impact - Through the construction of the "Five Platforms," the company has achieved three major transformations in ideological work: from a single preaching approach to a multi-faceted service model, from passive participation to active integration, and from short-term effects to a long-term mechanism [8] - The company plans to continue deepening the "Five Platforms" construction and explore a new model of "Ideological Work + Digitalization," aiming to create an influential ideological work brand in the industry [8]
深耕企业文化软实力,铸就国企发展硬支撑
Qi Lu Wan Bao· 2025-08-29 22:13
Core Viewpoint - The construction of advanced corporate culture in state-owned enterprises is essential for enhancing core competitiveness in an increasingly competitive market environment [1][8]. Group 1: Practical Paths for Corporate Culture Construction - Deepening ideological promotion to embed corporate culture into daily work through lectures and thematic activities [1][2]. - Innovating cultural carriers to engage employees through diverse initiatives like storytelling and promotional videos [1][2]. - Integrating corporate culture into all aspects of operations, ensuring a cohesive system for cultural development [1][2]. Group 2: Innovative Measures for Strengthening Corporate Culture - Emphasizing political leadership in corporate culture by integrating party organization with cultural practices [3][4]. - Cultivating distinctive cultural brands that resonate with industry characteristics and enhance external visibility [4][5]. - Fostering collective consensus among employees to align personal growth with corporate and national development [5][6]. Group 3: Summary of Innovative Work Approaches - Corporate culture should not only follow development trends but also lead them, establishing a culture innovation case library [7][8]. - Encouraging innovation through cultural development to overcome barriers and enhance management and operational efficiency [7][8]. - Recognizing the long-term and systematic nature of corporate culture construction as a core competitive advantage for state-owned enterprises [8].
申港证券开展企业文化建设系列活动
Zhong Zheng Wang· 2025-08-28 05:39
Core Viewpoint - The company is enhancing patriotic education and corporate culture by organizing activities that promote the understanding of Chinese financial culture and historical responsibility among employees [1][2] Group 1: Corporate Culture and Education - The company organized a theme activity for employees to visit the Shanghai Library Anti-Japanese War Memorial Exhibition and the Sihang Warehouse Anti-Japanese War Memorial Museum to strengthen patriotic education [1] - The company emphasizes the importance of adhering to professional ethics and standards as outlined in the revised "Code of Professional Ethics for Securities Practitioners" released by the China Securities Association [1] - The company is implementing incentive mechanisms and institutional requirements to promote internal corporate culture and ensure high-quality development [1] Group 2: Compliance and Integrity - The company highlights that integrity is the foundation and compliance is the lifeline of the securities industry, essential for the healthy operation of modern securities business [2] - Employees are encouraged to have a keen risk awareness and strictly adhere to risk control systems to identify and mitigate potential risks such as credit, operational, and compliance risks [2] - The company positions its employees as the "frontline" guardians of stable operations and client asset safety [2]
绘就文明“同心圆” 谱写时代新篇章
Qi Lu Wan Bao· 2025-07-29 09:05
Core Viewpoint - Jinan Unicom has been recognized as a "National Civilized Unit" since 2011, focusing on integrating party building with cultural development and brand enhancement, aiming for high-quality corporate growth by 2025 [1][10]. Group 1: Party Building and Cultural Development - The company emphasizes party leadership to transform innovative theories into practical guidance, establishing a strong ideological foundation for the creation of a national civilized unit [2][4]. - Jinan Unicom promotes theoretical learning through various methods, enhancing the political literacy of employees and fostering unity [4][5]. - The organization innovates educational formats, such as micro-videos and competitions, to engage employees in theoretical learning and cultural activities [4][5]. Group 2: Employee Engagement and Satisfaction - Jinan Unicom focuses on enhancing employee satisfaction through four key improvements: work rewards, work environment, work content, and corporate identity [9]. - Initiatives include health and wellness programs, optimizing workspaces, and providing training to stimulate talent development [9]. Group 3: Social Responsibility and Community Engagement - The company actively engages in volunteer services, such as anti-fraud education and community support, to enhance its social image and provide essential services [12][14]. - Jinan Unicom participates in community building and welfare activities, demonstrating its commitment to corporate social responsibility [14]. Group 4: Future Directions - Moving forward, Jinan Unicom aims to continue integrating party leadership with cultural cultivation and practical implementation, enhancing the quality and effectiveness of its national civilized unit status [14].
安踏集团荣获全球权威机构 “卓越职场”认证
Zhong Guo Xin Wen Wang· 2025-06-27 06:54
Core Insights - Anta Group has been awarded the "Great Place To Work" certification, becoming the first company in China's sportswear industry to receive this honor, achieving a trust index of 89%, which is above the average score of over 340 participating companies in Greater China for 2024 [1][2] Group 1: Certification and Recognition - The "Great Place To Work" certification is a prestigious recognition that reflects a company's cultural strength, with Anta Group being evaluated through anonymous surveys, cultural audits, and expert reviews [1][2] - Anta Group's first-time participation in the evaluation resulted in a leading score, particularly excelling in employee pride, indicating effective organizational identity construction [2] Group 2: Cultural Framework and Business Success - Anta Group emphasizes a mission of integrating a spirit of self-transcendence into everyday life, establishing a cultural framework that drives business success [2] - The company has implemented a cultural system that combines consumer orientation, high standards, and leadership modeling, creating a consensus among over 60,000 employees [2] Group 3: Talent Development and Employee Engagement - Anta Group promotes a "self-transcendence" employer value proposition, offering over 30 diverse sports clubs and a systematic talent development framework [5][7] - The company invests over 600 million yuan in 2024 to support employee innovation, growth, and well-being, with plans to invest 1 billion yuan by 2027 to enhance employee happiness [7] Group 4: Awards and Future Vision - Anta Group has received multiple accolades, including being named one of the "Forbes Global Best Employers" four times and recognized for its employer brand excellence [9] - The Chairman of Anta Group emphasizes the importance of employees as key partners and the role of deep-rooted corporate culture in achieving success, aiming to enhance workplace happiness and create value [9]
发烧请假反被羞辱,可不是简单的个人纠纷
Nan Fang Du Shi Bao· 2025-06-08 07:35
Core Viewpoint - The incident highlights a significant issue regarding employee rights and workplace culture, particularly in how HR handled a sick employee's request for leave, reflecting a lack of empathy and respect for labor rights [2][3][4]. Group 1: Employee Rights and Labor Laws - Labor laws in China clearly stipulate the rights of employees to take sick leave for treatment and rest, emphasizing the need for companies to protect and respect these rights [3]. - The company's attempt to downplay the incident as a personal dispute fails to recognize the psychological impact of HR's derogatory remarks on the employee, indicating a violation of personal rights and labor rights [3][4]. Group 2: Workplace Culture and Management - The incident reveals a broader issue of workplace culture, where employees may feel pressured not to take sick leave due to fear of ridicule or negative consequences, suggesting a lack of proper institutional support [4][5]. - The HR's actions, including deleting the employee's work account and zeroing out performance pay, demonstrate a lack of transparent processes and respect for employee rights, indicating potential deficiencies in management culture [4][5]. Group 3: Company Response and Future Considerations - The involved company has announced the termination of the HR's contract and has made arrangements for the affected employee, indicating a recognition of the need for corrective action [4]. - There is a call for the company to reflect on the difficult circumstances employees face when requesting leave, and to address underlying cultural issues to foster a more supportive work environment [5].