"市三会"常务副会长兼理事长赵荣光 、副会长史新宏、副理事长兼会员服务部主任张鹏、秘书长兼研究部主任赵云鹏、副理事长兼雇主工作部主任周 磊、副理事长兼办公室主任郭炳辉、办公室副主任孙凡雅等共同参加，中投国控集团董事长韩帅，和君咨询合伙人、河南分公司总经理王晋，中投战略研 修院院长、中投企业家俱乐部执行主席刘春艳，企业家日报驻河南首席记者、中投企业家俱乐部品宣媒体战略合作伙伴李代广，中投国控集团培训部部 长、中投企业家俱乐部培训企划部部长赵彦敏等热情接待并座谈。座谈会由刘春艳院长主持。 ▲ 中投国控集团董事长韩帅 2025年8月5日，郑州市企业联合会、郑州市企业家协会、郑州市工业经济联合会（以下简称"市三会"）常务副会长兼理事长赵荣光 、副会长史新宏等领 导一行莅临中投国控集团，开展深入参观与指导交流。此次参访聚焦产业创新与人才战略，围绕推动郑州乃至河南区域经济高质量发展展开广泛探讨，凝 聚共识、共谋新篇。 和君咨询合伙人、河南分公司总经理王晋全面介绍了和君集团作为中国领先咨询机构所具备的深厚底蕴与卓越的专业实力。他从集团的整体战略布局出 发，深入阐述了和君在核心业务领域的专注优势、完善的服务体系、独具特色的企 ...

Group 1 - The core viewpoint of the news highlights that Hengying Fund has conducted research on a listed company, focusing on its strategic developments and market positioning [1] - Zhengxian Electric has completed the relocation of its headquarters and R&D center, with manufacturing operations now based in Wuhan [1] - The company specializes in inverters, integrated special machines, and servo systems, aiming to deepen technological innovation and market expansion [1] Group 2 - Following the acquisition of Tenghe Motor, Zhengxian Electric is enhancing business synergy and supply chain efficiency to strengthen its competitive edge [1] - Tenghe Motor possesses technological advantages in the servo motor sector, with future focus areas including automotive electronics and robotics [1] - The company is adopting a differentiated layout strategy in overseas markets, covering regions such as Europe and Southeast Asia, while optimizing product localization and service systems [1] Group 3 - Zhengxian Electric's new energy business is concentrating on user-side energy storage solutions, integrating storage, frequency conversion, and power conversion technologies [1] - The company is implementing a talent strategy that combines recruitment and training, promoting a mentorship program to attract industry solution experts [1]

Core Viewpoint - Guangdong's "Million Talents Gathering in South Guangdong" initiative has successfully attracted over 1 million fresh graduates to stay and work in the province, providing strong talent support for the construction of a modern industrial system [1] Group 1: Talent Attraction Strategy - The initiative is not merely about recruitment but aims to create an ecosystem that meets the employment, entrepreneurship, and living needs of youth while aligning with Guangdong's industrial upgrade strategy [1][4] - The plan focuses on 20 strategic industrial clusters, particularly in emerging industries like artificial intelligence and robotics, directly connecting with leading companies such as Huawei, BYD, and Tencent [2] - Guangdong's approach avoids the pitfalls of quantity over quality in talent recruitment, ensuring that the talent brought in is relevant to local industrial needs [2] Group 2: Policy and Support Measures - The "Five Guarantees and Three Good" policy package includes subsidies for employment, support for entrepreneurship, and various cultural initiatives to enhance the attractiveness of the region [3] - The use of AI for resume diagnostics and simulated interviews addresses the pain points of job seekers, improving the efficiency of job matching [3] - Cultural elements, such as local cuisine and performances, foster a sense of belonging among new talents, emphasizing that talent attraction is about more than just financial incentives [3] Group 3: Broader Implications - The competition for talent is fundamentally about the future, and Guangdong demonstrates that a successful talent strategy involves creating an ecosystem where talent is willing to come, stay, and thrive [4] - Other regions are encouraged to adopt a similar approach by integrating industrial logic, service logic, and emotional logic into their talent retention strategies [4]

Core Insights - The article discusses the competitive landscape of the domestic quantitative investment industry, highlighting the shift from salary competition to systematic capability assessment among leading firms [1] Selection - Lingjun Investment has established a dual-track selection standard focusing on comprehensive quality and development potential, emphasizing research capability and team collaboration for senior talent, while nurturing new talent through an internship retention program [2] - Professional background is a hard requirement, with candidates needing strong mathematical statistics, top programming skills, and insights into financial markets [2] Training - Lingjun has created a three-tiered training system to address the industry's focus on talent acquisition over development, providing tailored support throughout the talent lifecycle [3] - The foundational stage involves mentorship for interns and junior researchers, while the breakthrough stage encourages experienced researchers to share knowledge and explore new technologies [3] - The advanced stage offers top researchers management roles and funding for strategy implementation, promoting a balance of collaboration and competition within teams [3] Competitive Landscape - The competition in the quantitative industry revolves around three core dimensions: data algorithm technology barriers, organizational efficiency of talent, and the speed of new technology conversion [4] - Lingjun Investment is building differentiated advantages through a multi-dimensional approach, focusing on data, algorithms, and computing power [5] - The firm emphasizes a long-term commitment to technology barriers and has established a mechanism for rapid technology conversion, fostering a culture of continuous evolution [6] Future Outlook - The future winners in the quantitative industry will be those who can transform deep technology and talent density into sustainable evolution capabilities [6]

Core Insights - Suzhou Industrial Park has transformed from a low-lying area into a global hub for industrial innovation, driven by unique policy advantages, forward-looking industrial planning, and a collaborative business environment [1] - Talent is identified as the primary resource for industrial development, with the park focusing on attracting and retaining high-level talent to foster industrial growth [2][4] Talent Attraction and Development - The park emphasizes the strategic importance of high-level talent in driving industrial development, particularly in advanced technology sectors [2] - A targeted approach to talent acquisition is adopted, focusing on emerging industries such as biomedicine, nanotechnology, and artificial intelligence, rather than a broad recruitment strategy [2][6] Research and Innovation - The establishment of key laboratories, such as the National Key Laboratory of Bionic Interface Materials Science, has attracted top-tier talent, including academicians and national-level experts, to focus on disruptive technological innovations [3] - The park has accumulated over 3,000 leading talents and approximately 67,000 high-level industrial talents, maintaining a leading position among national development zones [3] Education and Local Talent Integration - The park has implemented strategies to increase the retention rates of graduates, achieving a 60% retention rate for graduates in Suzhou and a 20% retention rate within the park [4] - Collaborative initiatives between government, educational institutions, and enterprises have led to the establishment of industry-specific colleges, enhancing the integration of education, technology, and talent [4][5] Ecosystem Development - The park is advancing a three-year action plan for integrated development of higher education and technology talent, focusing on refining talent introduction, solidifying results transformation, and optimizing the innovation ecosystem [6] - The park has established partnerships with over 5,000 local enterprises and incubated more than 1,100 companies, including over 300 high-tech enterprises [6] Talent Support Programs - Various talent support plans, such as the "Golden Rooster Lake Talent Plan," provide financial incentives for attracting and nurturing talent at different stages of enterprise growth [7] - The park's initiatives have led to significant collaborations with numerous universities, enhancing the integration of talent and industry [7]

"极致"的胜出 夏丹 张孙小娱 | 文 5月23日，北京五洲大酒店，第十届中国•烟台海内外精英创业大赛推介会现场，来自北上广的与会创业者将目光集中在一张卫星地图——渤海湾畔的龙口 市被红线圈出，箭头直指东海科技孵化产业园的九宫格建筑群。 一个县级市，凭什么吸引高端制造和人工智能企业？答案或许藏在产业园入驻企业的三组数据里：众航装备的军工级精密零件加工误差，相当于头发丝的 1/15；龙牙智能的机器人产线替代传统用工的比例达14:1；智元AI的故障预测系统为工业企业避免200万元损失的响应速度。 一场静悄悄的产业变革正在东海科技孵化产业园内上演。这个总投资15亿元的科创平台，自2023年7月运营以来，已成功孵化20余家科技企业，成为观察 中国县域经济转型升级的鲜活样本：当大城市争夺"独角兽"时，龙口选择了一条更务实的路径——用产业链协同、政策精准度和服务响应速度，构建起智 能制造领域的"隐形冠军"孵化器。 1 全链条服务 打造创新生态圈 走进园区3号楼，众航装备的智能化车间里，6台三轴加工中心正在高速运转。总经理韩作旗指着一款特种装备刀杆介绍："这个产品的加工误差控制在 0.005毫米以内，相当于头发丝的十五分之 ...

Core Viewpoint - Tencent is actively implementing a talent strategy to support high-quality development and stabilize employment in response to external challenges [1][3][6]. Group 1: Employment Initiatives - Tencent launched an employment plan in April 2023, aiming to create 28,000 internship positions over three years, with a target of hiring 10,000 interns in 2025 alone [2][3]. - The company emphasizes the importance of college graduate employment, particularly in the context of new business developments like AI [3][6]. Group 2: Recruitment Focus - The recruitment for 2023 includes over 70 types of positions across five major categories: technology, product, design, marketing, and functions, with a significant focus on technical roles, which account for over 60% of the openings [3][4]. - Tencent's recruitment strategy is heavily centered on campus hiring, positioning it among the top in the internet industry for attracting young talent [3][5]. Group 3: Talent Development Programs - Tencent's "Qingyun Plan," launched in 2023, aims to recruit top talent globally, offering competitive salaries and customized training programs in key technology areas such as AI and big data [4][5]. - The company has established a dual-channel development system for technical talent, allowing for both deep specialization and management opportunities [5]. Group 4: Workforce Composition - As of early March 2023, Tencent's workforce exceeded 55,000 employees, with over 40,000 in technology roles, representing 73% of the total workforce [5].

Group 1 - The employment situation in the province is stable but under pressure, with a record high of 794,000 college graduates this year, leading to cautious hiring practices in some industries and companies [1] - The concept of "staggered talent acquisition" is introduced as a strategy to optimize talent resource allocation during periods of market adjustment, allowing cities and companies to break through development bottlenecks [1][2] - The current job market allows for a shift in talent from first-tier cities to second and third-tier cities and small to medium enterprises, providing opportunities for local governments and companies to attract top talent at lower costs [2][3] Group 2 - "Staggered talent acquisition" represents a shift in competition for talent, moving away from homogeneous competition based on high salaries and subsidies to a focus on differentiated needs [3] - Cities can cultivate application-oriented talents that match local industries, while companies can prepare for emerging fields like smart manufacturing and green technology [3] - Establishing trust during challenging employment conditions can enhance talent retention, with initiatives like "talent support plans" to address concerns such as children's education and healthcare [3][4] Group 3 - Collaboration between government and enterprises is essential to transform short-term employment pressures into long-term talent advantages, with targeted policies to reduce hiring costs and improve public services [4] - By adopting a "staggered" mindset, cities and companies can turn immediate challenges into opportunities for economic development and competitive advantage [4]

Group 1: Investor Relations Activity Overview - The company held its 2024 annual performance briefing on May 16, 2025, via an online platform [3] - Key attendees included the Chairman, General Manager, Financial Officer, Board Secretary, and the sponsor representative [3] Group 2: Performance and Challenges - The company plans to extend the construction period of the "annual production of 18,000 tons of high-end special graphite material project" to March 31, 2026, due to changes in market demand and macroeconomic conditions [5] - In 2024, the company faced a significant decline in sales prices of key products due to reduced demand in downstream industries, leading to a substantial drop in gross profit margin [8] Group 3: Talent and Compensation Strategy - The management is considering optimizing the compensation structure for core team members to enhance competitiveness, with potential adjustments to bonuses and long-term equity incentives in the future [5] Group 4: Inventory and Financial Management - The company maintains high inventory levels due to industry characteristics and production cycles, ensuring that inventory impairment tests consider various factors to align book values with actual conditions [7] - The company has recognized impairment provisions for existing inventory due to lower sales prices compared to costs, contributing to financial losses [8] Group 5: Future Growth Opportunities - Future profit growth is expected from the steady advancement of the 30,000 tons special high-end graphite material project, enhancing product quality consistency [9] - The company aims to improve production efficiency and reduce costs through a comprehensive R&D system [9] - Expansion into domestic and international markets is a key strategy to increase sales scale and profitability [9]

Core Insights - In 2024, China's automotive industry achieved remarkable milestones, with production and sales exceeding 31 million units, and exports reaching 6.41 million units, solidifying its position as the largest automotive exporter globally [1] - The penetration rate of new energy vehicles reached 47.6%, and the installation rate of intelligent driving in passenger cars surpassed 65%, indicating significant advancements in technology and market adoption [1] Group 1: Historical Context and Contributions - Rao Bin is recognized as a key founder and pioneer of China's automotive industry, having initiated the establishment of the first automotive manufacturing plant in Changchun in 1952, which marked the beginning of domestic automobile production [4][6] - Under Rao Bin's leadership, the first domestically produced truck and passenger cars were launched in the late 1950s, overcoming numerous challenges in a nascent industry [4][6] - In the 1960s, Rao Bin introduced the "Four New" strategy, focusing on new materials, processes, technologies, and equipment, which laid the groundwork for modern automotive production in China [6] Group 2: Strategic Vision and Modernization - Rao Bin advocated for the "external introduction and internal connection" strategy during the reform and opening-up period, promoting joint ventures with foreign companies, which significantly accelerated the modernization of China's automotive industry [6][12] - He played a crucial role in restructuring the automotive industry by forming joint ventures and consolidating numerous enterprises, which facilitated large-scale development and improved production efficiency [6][12] Group 3: Talent Development and Education - Rao Bin emphasized the importance of talent development, establishing various educational institutions and training programs to cultivate skilled workers and engineers for the automotive sector [7][13] - His initiatives led to the creation of several technical schools and universities, significantly contributing to the growth of a skilled workforce in the automotive industry [7][13] Group 4: Legacy and Cultural Impact - Rao Bin's contributions have left a lasting legacy, with many referring to him as the "Father of China's Automotive Industry," highlighting his pivotal role in shaping the sector [8][10] - The spirit of innovation, resilience, and dedication exemplified by Rao Bin continues to inspire current and future generations in the automotive industry, fostering a culture of excellence and ambition [15][20]