齐鲁晚报·齐鲁壹点 王保珠 通讯员 王磊荣 山东能源鲁西矿业单县能源积极探索人才培养新模式，构建"选、引、用、育、留"全链条人才发展体 系，通过搭建平台、创新方法、综合施策等举措努力培养一支学有所用、用有所成的知识型、技术型、 复合型技能人才队伍，用人才"源头活水"为企业可持续、高质量发展"赋能加速"。 以培焕新，让人才"花开满园" 单县能源针对新入职大学生开展"一对一""一对多"的"师带徒"活动，采取"理论+实践"等方式全面培养 复合型人才。为充分发挥业务导师教导、引领作用，尽快提高大学毕业生业务技能水平，该公司遵 循"双向自愿，合作共赢"的原则，全面细致抓好新入职大学生岗位见习教学工作。导师结合徒弟个人条 件和岗位实际情况，制定有针对性的师徒培训计划和目标，监督徒弟参加日常培训学习和岗位实践，确 保轮岗见习结束后，能够熟悉一个岗位，掌握一项技能。 "我们为新入职大学生组织岗前集中培训，强化政治理论学习，系统学习安全生产知识、规章制度等， 切身感受企业文化，引导大家尽快适应矿区工作生活，明晰努力方向和奋斗目标，完成'学生'到'职 工'的转变。"党委组织部（人力资源部）部长张鲁宁说道。 该公司加强年轻干部培养 ...

8月23日下午，2025年度古贝春品评技能考核选拔大赛落幕。公司党委副书记、总经理张洪昌，副总经理杜新勇，党委副书记顾金栋，总工程师吴兆征， 总经理助理、技术总监王广鹏出席总结表彰会。 本次考核范围包括现有白酒品评人员和新员工。经过近2个月的集中培训和两天的理论、实操角逐，会议揭晓了非专业组和专业组竞赛前三名得主。非专 业组牟昌盛荣获第一名，马建超荣获第二名，刘宝鲲荣获第三名；专业组高文旭荣获第一名，范志勇荣获第二名，祝根荣获第三名。根据规则，获得非专 业组前两名的人员将获得厂级评委资格和晋升通道。 张洪昌在表彰会议上说，白酒评委考核选拔大赛，是公司践行"人才强企"战略的重要活动，也是公司培养白酒品评人才的有效举措。大家以精益求精的态 度、扎实过硬的功底，完美诠释了古贝春人追求卓越、崇尚技艺的工匠精神。这既是一次专业技能的全面检验，更是一场对品评工作的提升学习，为省 张洪昌、杜新勇、顾金栋分别为获奖者颁奖，并合影留念。 评、国评取得更好成绩打好基础。他希望大家要在酒体创新、质量提升以及课题研究上多下功夫，不断提升自身技能，增强本领，发扬一个人一辈子，干 好一件事的工匠精神，为推动古贝春集团在高质量发展的道路上 ...

徽商期货有限责任公司成立于 1996年2月，是经中国证监会批准成立的安徽省第一家期货公司。在国企 改革深化提升行动全面推进、期货市场迈向高质量发展的关键阶段，公司深刻把握金融工作的政治性、 人民性，紧扣"国有资本和国有企业做强做优做大"总体目标，将改革转型贯穿经营始终，全力为实体经 济发展提供高质量服务，以国企担当践行期货行业使命。 为充分发挥党建引领，公司围绕"金钥匙"党建品牌构建"党建+"驱动模式，推动党建与公司治理、业务 发展、队伍建设、企业文化同频共振，为国企改革深化提升注入"红色动能"，公司"金钥匙"党建品牌入 选安徽省国资委党委基层党建工作"领航"计划示范库，党建案例3次入选中国期货业协会评选的期货公 司年度党建优秀案例，成为行业内党建与经营融合的生动注脚。 二、聚焦主责主业，深化组织变革 公司以组织变革为突破口优化资源配置，致力于打造适配期货行业发展的架构体系，为业务发展提供坚 实保障。 一是聚焦增强核心功能，优化部门结构。公司新设交易中心筹备组、机构服务部、金融科技部，优化新 媒体运营部、产业客户服务部，升格互联网金融部、浙江分公司，成立共享中心，组建"1+X"产业链服 务小组等，布局新的业务 ...

■董事长专访 ◎记者于瑶 60年前，宁夏贺兰山脚下一片荒地上，一批技术骨干和设备从北京"空降"至此，创建了"冶金部905 厂"。如今，这家企业成长为我国最大的钽、铌产品研发制造企业，位列世界钽冶炼加工前三强。如何 聚焦"国之大者"，紧扣"国之所需"，保障国家战略需求与市场供给？如何强化科技创新顶层设计，锚定 战略性新兴产业与未来产业发展方向，打造更多"国之重器"？近日，上海证券报记者走进东方钽业，与 公司董事长黄志学面对面交流，探寻企业旧貌换新颜、构筑国家战略科技力量的"硬核"密码。 钽铌"国家队"和"顶梁柱" 满足"高精尖"需求 "企业1965年从北京搬到宁夏，陆续建成我国第一条铌生产线、第一条钽生产线、第一条铍生产线。可 以说，我国几乎所有跟钽铌铍相关的重大科技成果都源自这里。"黄志学说。 走进东方钽业的展示馆，展现创新实力的一系列成果映入眼帘：高比容钽粉、高纯钽铌化合物、高温抗 氧化涂层、铌射频超导腔等一批创新成果，广泛应用于航空航天、大科学工程等国家重大项目，为我国 航空航天事业和量子计算领域技术突破发展提供关键支撑。 "我们将技术进步置于战略优先地位，去年研发经费投入占营业收入的比重超过7%。公司通 ...

8月15日，"北汽集团2025届校招新员工入职培训"活动在首都国际会议中心举办，1568名北汽校招新员 工齐聚一堂开展入职培训，共上职业生涯"第一课"。 北汽集团作为中国汽车工业骨干力量和首都智能制造代表，连续13年入选世界500强。一直以来，北汽 集团高度重视年轻人才的发展，先后提出"人才领翔三年行动计划""890人才培养项目""青年人才跃升行 动"等多项举措。此次，北汽集团2025届的招聘范围遍布全球274所高校，岗位覆盖研发、市场营销、生 产制造、管理经营等多个方向。未来3年时间，北汽集团计划累计招聘优秀毕业生不少于5000名，其 中，拥有国际化视野人才的比例不低于30%。同时，为支持新伙伴尽快进入新角色，顺利完成校园到职 场的转身，北汽集团正式发布"雨燕计划"和"雨燕成长奖"，打造一整套新员工入职培养体系。 转自：北京日报客户端 当前，北汽集团正处于"三年跃升"的关键时期，根据计划，到2027年北汽集团将实现整车销量突破300 万辆，其中自主品牌乘用车年销100万辆，自主品牌商用车年销100万辆。"大家选择北汽，我相信是选 择了一个正处于三年跃升关键期的成长型平台，只要你抓住这个机会，你事业成长的空间 ...

Core Points - The appointment of two chief liquor designers at Yunmen Liquor Industry is a significant recognition of the company's technical strength in the liquor industry [2][16] - The event highlights the importance of talent development and high-quality growth in the Chinese liquor industry [3][16] Group 1: Appointment and Recognition - Pan Xuesen and Wu Jinling have been officially appointed as chief liquor designers by the China Food Industry Association, making Yunmen Liquor one of the few companies in Shandong with two such designers [2][16] - The recognition serves as a validation of Yunmen's commitment to craftsmanship and pursuit of quality in liquor production [16] Group 2: Competitions and Achievements - Yunmen's technical team has excelled in liquor design, flavor research, and product innovation, with notable achievements in national competitions [11][14] - Wu Jinling won the second prize in the first national liquor designer competition, while another team member, Jie Yingcai, secured third place in the national liquor tasting competition, both achieving the highest rankings in Shandong Province [11][14] Group 3: Talent Development and Innovation - The company emphasizes a "talent-driven" development strategy, boasting a strong technical team that includes six national liquor judges and over 280 technical professionals [14] - Yunmen actively collaborates with educational institutions and research organizations to establish high-level research platforms, enhancing its capacity for technological innovation [14]

Core Viewpoint - The company is advancing its first phase of a melamine production project with a total investment of 5.204 billion yuan, focusing on green technology and innovation to align with carbon neutrality goals [1][4]. Group 1: Project Overview - The melamine project has an annual production capacity of 60,000 tons and is part of a larger initiative that includes the production of hydrogen, butanol, and polyphenylene sulfide [1]. - The project is being developed in three phases and occupies an area of 370 acres [1]. Group 2: Technological Innovations - The company has implemented tail gas recycling technology, which reduces the annual emissions of urea granules by 100,000 tons, thus lowering costs and protecting the environment [2]. - The production process utilizes advanced Italian catalysts and high-pressure methods to enhance efficiency and sustainability [2]. Group 3: Green Development Initiatives - The company is extending green technology innovations across its entire industrial chain, including energy-saving modifications to urea production that maintain an annual capacity of 520,000 tons while significantly reducing carbon emissions by 2,762.19 tons per year [3]. - Upgrades to gasifiers have been made to improve energy efficiency and extend equipment lifespan [3]. Group 4: Talent Development and Innovation - The company has established a research center focused on coal gasification technology to enhance research quality and innovation efficiency [4]. - A skills training program has been initiated to foster high-skilled talent, resulting in numerous patents and awards for technological advancements [4]. - The company aims to transform from a single-point breakthrough in melamine production to a comprehensive upgrade across the entire industrial chain [4].

Group 1 - The provincial human resources department has announced the implementation of four actions: "talent empowerment for enterprises, employment security, enterprise support for job stability, and integration of production and training" to enhance policy supply, talent empowerment, and service guarantees for key industry chain enterprises [1][2] - The "talent empowerment for enterprises" action includes support for establishing postdoctoral research stations and innovation bases, with funding of CNY 200,000 for one-year established stations and CNY 100,000 for those that have recruited postdoctoral researchers [1] - Key industry chain enterprises will be supported in establishing high-skill talent training bases and skill master studios, with funding provided based on classification and tiering [1] Group 2 - The province will continue to implement a phased reduction in unemployment and work injury insurance rates until December 31, 2025, with a refund of unemployment insurance fees for enterprises that do not lay off or minimally lay off employees [2] - The integration of production and training encourages the establishment of new apprenticeship training systems and the promotion of integrated skill training models in technical colleges [2] - A selection of key industry chain enterprises with a concentration of professional and high-skill talent will participate in a pilot program for "one evaluation, two certificates," allowing employees to obtain both professional titles and vocational skill level certificates [2]

Core Viewpoint - The company is focusing on enhancing employee skills and safety awareness through comprehensive training programs, aiming to cultivate a high-quality talent pool for sustainable development [1][8]. Group 1: Training and Development - The company has established a three-tier training system focusing on "technical assistance, key cultivation, and assessment improvement" to enhance employee capabilities [1][8]. - A "teacher-student" model is implemented to bridge the gap between theoretical knowledge and practical application, with experienced employees providing hands-on training [2][4]. - A total of 70 technical mentors have been appointed, with contracts signed to ensure accountability and measurable outcomes in the training process [4]. Group 2: Talent Selection and Cultivation - The company has identified 16 high-potential employees for targeted development, emphasizing the importance of nurturing core talents for long-term growth [5][7]. - These key individuals participate in at least six practical learning sessions each month, analyzing real-world cases to integrate theory with practice [7]. Group 3: Performance Assessment and Improvement - The company conducts quarterly evaluations of management capabilities among various roles, implementing personalized improvement plans for those who rank lower [10]. - A total of 47 training sessions have been held, with 599 participants, focusing on enhancing the skills of management personnel through a blended learning approach [10]. Group 4: Strategic Vision - The company is committed to a "talent-driven enterprise" strategy, continuously refining its talent development mechanisms to support the creation of a high-quality coal enterprise [8][10].

Core Viewpoint - The meeting of People's Wanfu Group focused on addressing core issues in projects and operations, emphasizing responsibility and results-oriented approaches to achieve mid-year goals [3][4][5]. Group Strategy - The company aims to anchor industrial upgrades and integrate into the national strategy of "Manufacturing Power," enhancing resource allocation efficiency through a modern management system [3][5]. - The strategy includes activating domestic circulation and reshaping the industrial ecosystem by transitioning from single customer development to an integrated ecosystem approach [4][6]. - The emphasis is on technology empowerment and cultural foundation to build a sustainable value growth system, transitioning from manufacturing to intelligent manufacturing and services [5][6]. Talent and Organization - The company is focused on a "Talent Strong Enterprise" strategy, creating an agile organization that adapts to uncertainties, with upgraded incentive mechanisms to foster a modern talent ecosystem [6][7]. - The execution of strategies is linked to a "Quality Revolution" and "Efficiency Revolution," reflecting a management philosophy that balances long-term planning with precise execution [7]. Team Building and Engagement - Prior to the meeting, the executive team engaged in a walking activity to enhance team cohesion and spirit, which contributed to a positive atmosphere for the meeting [10][12]. - The meeting included a session with industry expert 彭水, focusing on addressing industry pain points and enhancing customer acquisition strategies through various channels [12].