光明日报记者 尚 杰 王冰雅 光明日报通讯员 徐雪萍 近一个月来，兰州石化乙烯一部员工彭远嘱连获甘肃省"陇原工匠"和甘肃省领军人才两项荣誉。从一名 专业技术院校毕业进厂的"萌新"，到先后荣获"中央企业技术能手"、甘肃省五一劳动奖章、甘肃省优秀 专家等荣誉，彭远嘱一步一个脚印，走出了一条新时代产业工人的成才之路。 "人才强企工程给了我很多学习机会，让我得以窥见乙烯前沿技术发展与创新方向。"彭远嘱说，"如 今，作为技能专家工作室的领衔人，我也希望依托公司'三导师'机制，把自己多年积累的技艺和经验传 承下去，帮助年青一代在专业道路上加速成长、尽快成才。" "这种把论文写在装置上、把科技成果应用在生产中的喜悦，是任何书本知识都无法给予的。"谢梦洁坦 言。谢梦洁是四川大学工业催化专业的博士生，2024年毕业后来到兰州石化，从事一线研发。"兰州石 化在炼油化工领域具有举足轻重的地位，也是我们技术研究人员施展抱负的绝佳舞台。" 与谢梦洁做出同样选择的不在少数。近5年来，1300余名青年才俊投身兰州石化转型发展大潮，其中研 究生及以上学历人才近300人，为企业创新发展注入了新鲜的"血液"。 筑巢引凤"聚英才"、厚植沃土"育实 ...

Core Viewpoint - The "14th Five-Year Plan" period is crucial for the financial industry in China to deepen supply-side structural reforms, return to its roots, and serve the real economy, with the trust industry playing a significant role in supporting the real economy while undergoing transformation pressures [1] Group 1: Business Transformation - The company adheres to the principle of "returning to the source" and has shifted its business model from traditional paths to asset management, asset services, and public welfare, focusing on three main tasks: serving the real economy, preventing financial risks, and deepening financial reforms [2] - By the end of 2025, the company's trust management asset scale is expected to reach 600 billion yuan, with over 120 billion yuan in asset management aligned with transformation directions and 2,400 family service trusts established [2] Group 2: Integration with the Real Economy - The company leverages its unique industry background from COFCO Group to integrate trust services with real industry needs, exemplified by projects like "Sweet Loan" and "Silage Loan" that support agricultural financing [3] - The company has served the real economy with a cumulative scale of nearly 100 billion yuan over five years, enhancing asset liquidity through innovative financial tools and supply chain finance [3] Group 3: Risk Management - The company prioritizes risk management as a lifeline, embedding risk control throughout the business process and evolving its risk management system to be comprehensive and intelligent [4] - The company has maintained a AAA credit rating for three consecutive years, reflecting its strong reputation and effective risk management practices [4] Group 4: Future Competitiveness - The company views technology and talent as dual drivers for long-term development, focusing on digital transformation and creating a robust talent development system [5] - By 2025, the company's digital framework is expected to support the management of assets worth trillions, with a young and professional team driving the transformation [5] Group 5: Social Responsibility - The company actively engages in social contributions through charitable trusts, with a cumulative scale of 170 million yuan during the "14th Five-Year Plan" period, supporting rural revitalization and education [6] - The company emphasizes its commitment to "finance for the people," providing family trusts to protect wealth and promote spiritual inheritance [6]

中新网浙江新闻12月10日电（奚金燕）当前，全球创新竞争已演变为人才资源配置效率的竞争。在高质 量发展新阶段，作为经济"压舱石"的国企正迎来人才管理体系重塑的关键窗口期。 机制创新 多元"激活锻造"人才潜力 作为一家与时代发展同频共振的省属重点国企，浙江交通集团历经二十载深耕积淀，已构建起一支覆盖 多元层次、兼具各类专长的高素质人才队伍。 将目光聚焦至经济大省浙江，作为省属特大型国有企业，浙江交通集团将"人才强企"上升到企业发展战 略高度，以潜力识才、以挑战砺才、以事业育才，积极探索完善"多元开放的人才机制"，撬动"人才变 量"转化为"发展增量"，逐步建立起现代新国企"人才制胜"新范式。 战略重塑 精准"发现识别"人才价值 什么是人才？不同时期、不同领域，对于人才的定义是动态演进、各有侧重的。作为浙江交通建设主力 军，"十四五"以来，浙江交通集团以重大项目为抓手，充分发挥国有经济战略支撑作用，涵养了一 支"逢山开路、遇水架桥"的交投铁军，助力省域综合交通网络实现跨越式发展，筑就"共富通途"。 进入新发展时期，身处市场变革与技术迭代的多重浪潮中，浙江交通集团战略重塑，创新提出智慧交 通、新基建、新供应链、新金融 ...

Core Insights - The signing of the first batch of professional managers by Chongqing Cultural Tourism Group marks a significant step in the reform of state-owned enterprises, emphasizing the "talent-driven enterprise" strategy and the implementation of the "three systems reform" [1][4] Group 1: Professional Manager Recruitment - Nearly 500 valid resumes were received for the management positions, with selected candidates having strong industry backgrounds, including 3 from foreign hotel groups like Marriott and 7 from leading domestic hotel companies [3] - The professional managers will sign a contract that includes a three-year operational goal, with a compensation structure that emphasizes performance, where basic salary accounts for no more than 30% and performance-related pay exceeds 70% [3] Group 2: Strategic Goals and Integration - The reform is a key initiative for the professional integration of hotels in Chongqing, aiming to shift from "physical merger" to "chemical integration" by introducing professional management talent [3] - The group plans to leverage the expertise of the new managers to enhance brand restructuring and operational upgrades, focusing on creating a brand matrix centered around "Two Rivers Holiday" and "Chongqing Hotel" [3] Group 3: Market-Oriented Management - The signing represents a bold exploration of the "three systems reform," breaking away from traditional administrative hiring practices in state-owned enterprises [4] - The new management system introduces market-oriented selection, contractual management, differentiated compensation, and market-based exit strategies, aiming to invigorate the talent pool within state-owned enterprises [4]

Core Viewpoint - The introduction of the "接榜挂帅" mechanism by Ningxia Water Group aims to break traditional barriers in talent selection and enhance innovation and operational efficiency within the company, aligning with the broader goals of state-owned enterprise reform in Ningxia [1][3]. Group 1: Mechanism Overview - The "接榜挂帅" mechanism is a response to the strategic needs of the group, which was formed through the merger of Water Investment and Water Development Group, achieving total assets exceeding 30 billion yuan [3]. - The mechanism focuses on key leadership positions in digital water management, engineering management, and market expansion, addressing critical challenges in the group's development [3][4]. - A specialized team has been established to create a targeted goal system for each position, aligning with the strategic objective of exceeding 7 billion yuan in revenue by 2029 [3]. Group 2: Selection Process - The selection process is open and market-oriented, allowing current employees to apply for leadership roles based on their qualifications, with a focus on high-end and professional talent [4]. - Candidates undergo a rigorous evaluation process, including public presentations and assessments by a panel consisting of company leaders, external experts, and employee representatives [4]. Group 3: Accountability and Performance - The mechanism includes a "领榜" system that empowers successful candidates with management rights and responsibilities, allowing them to form their own teams and innovate without fear of punitive measures for non-subjective failures [6]. - A comprehensive evaluation system is in place to monitor performance, linking results directly to compensation and promotion opportunities, ensuring accountability and incentivizing high performance [7]. Group 4: Strategic Impact - The "接榜挂帅" initiative is seen as a key step in implementing the "talent-driven enterprise" strategy, facilitating a shift from resource integration to capability fusion within the group [9]. - The first batch of leadership positions has been publicly announced, and successful candidates have officially signed contracts, marking a significant advancement in the company's talent acquisition strategy [9].

Core Viewpoint - Lianyungang Urban Construction Holding Xincheng Asset Co., Ltd. is actively implementing a "talent-driven enterprise" strategy to build a high-quality skilled workforce, which is essential for the company's sustainable high-quality development [1] Group 1: Talent Development Strategy - The company is focusing on creating a composite talent team to address the skill challenges posed by the widespread application of intelligent equipment, IoT, and big data platforms in smart mining construction [1] - A three-in-one training system has been innovatively implemented, combining job competitions, master-apprentice inheritance, and digital empowerment to stimulate learning enthusiasm and reserve talent [1] - The company aims to enhance traditional mining and processing skills while integrating them with smart technologies through flexible and efficient online training resources [1] Group 2: Operational Improvements - As a result of the series of skill training measures, the company has significantly improved production efficiency and reduced labor costs [1] - Safety management has achieved a "zero accident" record, indicating a strong commitment to workplace safety [1] - The company has optimized green production processes, leading to a reduction in "three wastes" emissions, which refers to waste gas, waste water, and solid waste [1] Group 3: Future Directions - The company plans to continue improving its incentive mechanisms to further integrate talent development with technological innovation and industrial upgrading [1]

Group 1 - The core strategy of Nantong Rural Commercial Bank focuses on "talent empowerment" and "digital transformation" to enhance organizational competitiveness in response to market changes [1][3] - The bank has implemented a comprehensive training program for over 140 mid-to-senior level managers, emphasizing strategic thinking, innovation, and management skills through diverse teaching methods [1] - Six key branch managers were sent to Wuxi Rural Commercial Bank for immersive learning to improve their marketing strategies, customer acquisition, and risk management capabilities [1] Group 2 - The bank is building a multi-level talent cultivation system, focusing on practical and efficient training for 22 new employees recruited for 2025, covering essential skills and knowledge [2] - A three-year plan for branch transformation has been established, aiming to enhance customer experience and operational efficiency through smart service upgrades and resource optimization [2] - The bank plans to deepen its "talent empowerment" strategy and advance its branch transformation plan through digital empowerment and service innovation to ensure high-quality development [3]

Group 1 - The article emphasizes the importance of enterprises as the main body of technological innovation and suggests that local governments should focus on creating a favorable environment for innovation and business operations through talent attraction and retention strategies [1][2] - It highlights the need for a collaborative approach between government and enterprises to cultivate a talent-friendly atmosphere, including initiatives like entrepreneur training programs and talent exchange events [1][2] - The article advocates for a demand-driven talent recruitment mechanism, urging governments to eliminate barriers to talent mobility and support enterprises in attracting high-level talent through subsidies and resource allocation [2][3] Group 2 - It discusses the establishment of a systematic talent development ecosystem within enterprises, recommending a layered training system that integrates talent cultivation into the entire production process [2] - The article calls for a multi-faceted talent retention mechanism, where enterprises create supportive platforms and governments ensure a conducive environment for talent development, including diverse incentive structures and career advancement pathways [3] - It stresses the importance of addressing public service gaps related to education, healthcare, and other essential services to enhance the overall talent attraction and retention strategy [3]

Core Viewpoint - Qinglong Pipeline Industry has established itself as a leading enterprise in the water supply and drainage pipeline sector through continuous innovation and a focus on high-quality products, aiming to expand its market presence beyond Ningxia to nationwide coverage [1][2]. Group 1: Technological Innovation - Qinglong Pipeline has 50 years of experience in pipeline production, focusing on technological innovation and achieving a fully self-controlled production capability in prestressed concrete pipes [1][2]. - The company has a comprehensive product range, including concrete pipes, composite steel pipes, and plastic pipes, catering to various sectors such as water conservancy, electricity, urban water supply and drainage, and gas supply [1][2]. - The company emphasizes market-driven research and development, ensuring that innovations address specific market pain points [2]. Group 2: Market Expansion - Qinglong Pipeline has expanded its operations beyond Ningxia, establishing 19 subsidiaries and production bases across 12 provinces, ensuring stable delivery for large projects [3]. - The company has seen significant growth in its Xinjiang market, with new orders reaching 1.058 billion yuan, a year-on-year increase of 101.52% [3]. - Qinglong Pipeline has successfully secured a 400 million yuan contract for the Guangdong water resource allocation project, marking a significant step in its "Eastward and Southward" strategy [3]. Group 3: Strategic Partnerships and New Markets - In July, Qinglong Pipeline signed a strategic cooperation agreement with Beijing Tianshan High-Tech to explore opportunities in the wind power sector, indicating a shift towards renewable energy infrastructure [4]. - The company is focused on optimizing its operational efficiency while expanding its business into new growth areas, particularly in the wind power sector [4]. Group 4: Financial Performance - Since its listing in 2010, Qinglong Pipeline has shown strong financial performance, with a revenue of 2.8 billion yuan in the last year, a 36% increase year-on-year, and a net profit of 268 million yuan, up 976% [5]. - The company has distributed cash dividends 16 times, totaling 510 million yuan, enhancing shareholder returns [5].

Core Viewpoint - Shandong Energy Luxi Mining is actively exploring new talent development models to build a comprehensive talent development system that enhances sustainable and high-quality development through a skilled workforce [1] Group 1: Talent Development Initiatives - The company implements a "one-on-one" and "one-to-many" mentorship program for new university graduates, combining theory and practice to cultivate versatile talents [2] - A structured training program is established for new hires, focusing on political theory, safety production knowledge, and corporate culture to facilitate their transition from students to employees [2] Group 2: Young Talent Cultivation - The company strengthens the selection and training of young leaders by establishing a comprehensive mechanism for their selection, cultivation, management, and utilization [3] - A "young talent reservoir" plan is developed to motivate young backup talents by assigning them responsibilities and roles [3] - An open recruitment competition for university graduates is organized, allowing candidates to present their strengths and future plans, thereby ensuring a robust talent pool for sustainable development [3] Group 3: Quality Improvement and Skill Enhancement - The company integrates talent development into safety production and innovation efforts, utilizing training bases and skill competitions to enhance employee capabilities [4] - The eleventh all-employee skills competition is launched, focusing on practical training and skill improvement to foster a culture of learning and application [4] Group 4: Recognition and Motivation - The company recognizes outstanding participants in technical competitions with titles and financial rewards to encourage employee engagement and creativity [5]