人才强企

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鑫成资产“人才强企”助发展
Xin Hua Ri Bao· 2025-09-24 21:48
本报讯(安亮)今年以来,连云港市城建控股鑫成资产有限公司积极贯彻"人才强企"战略,通过多元化培 养模式打造高素质技能队伍,为公司高质量发展注入持续动能。 面对智慧矿山建设中智能化设备、物联网、大数据平台广泛应用所带来的技能挑战,鑫成资产在保留传 统采矿及加工技能的基础上,着力构建复合型人才队伍。创新实施"岗赛结合、师徒传承、数字赋能"三 位一体培养体系,以技能竞赛激发学习热情,将优胜者纳入人才储备;通过"名师带徒"实现传统技艺与 智能技术双传承,依托线上平台提供灵活高效的培训资源。通过系列技能人才培养措施,公司生产效率 大幅提升,人工成本下降;安全管理实现"零事故";绿色生产工艺持续优化,"三废"排放减少;一线班 组创新能力明显增强,为企业提供坚实技术支撑。下一步,鑫成资产将继续完善激励机制,推动人才工 作与技术创新、产业升级深度融合。 ...
南通农商银行人才培育与网点转型“双轨”并行
Jiang Nan Shi Bao· 2025-09-19 14:01
培育人才沃土,积蓄青春动能。聚焦"精准赋能"与"梯队建设",构建多层次、全覆盖的人才培养体系。 针对2025年校园招聘的22名新员工,围绕"实用、精准、高效"原则开展专项培训,覆盖专业知识、业务 技能、服务营销、风险防控、合规警示等内容。组建资金业务、风险识别、财务管理、公文写作等专业 兴趣小组,为全行储备专业后备力量。通过"理论+实操+测评"三维培养体系选拔技能尖兵,定制专项 训练计划,每日开展线上特训,以老带新助力成长。同时开展2025年团队经理竞聘,累计23人报名,为 强化团队管理核心力量打下基础。 网点智变升级,重塑服务格局。 以优化网点布局、整合人力资源为目标,严格按照联合银行网点转型 要求,结合各支行经营实际、区域发展特点及资源差异,拟定《网点转型三年规划方案》。方案明确成 立转型工作领导小组、划分各部门职责,并制定"先行先试、优化推进、全面转型"的三年阶段性实施路 径,为网点转型有序落实提供指引。转型核心在于提升客户体验与运营效率。该行计划通过推进智能厅 堂建设,依托STM机具、无纸化项目,丰富网点智能服务功能,实现简单业务智能化、复杂业务融合 互动,加快网点"从内向型向外向型"全面转型。 未来 ...
发挥企业创新主体地位 构筑人才集聚高地
Sou Hu Cai Jing· 2025-09-04 23:40
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]
青龙管业高宏斌:50载秉匠心 一“管”通天下
Shang Hai Zheng Quan Bao· 2025-08-29 19:52
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].
山东能源单县能源:厚植人才“新沃土”
Qi Lu Wan Bao Wang· 2025-08-26 11:31
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]
2025年度古贝春品评技能培训考核选拔大赛圆满结束
Qi Lu Wan Bao· 2025-08-26 08:17
Core Viewpoint - The 2025 Gu Beichun Wine Evaluation Skills Selection Competition concluded, highlighting the company's commitment to talent development and quality improvement in the wine industry [2][5]. Group 1: Competition Overview - The competition included existing wine evaluators and new employees, with a two-month training period followed by two days of theoretical and practical evaluations [2]. - The winners of the non-professional group were: 1st place - Miao Changsheng, 2nd place - Ma Jianchao, 3rd place - Liu Baokun; the professional group winners were: 1st place - Gao Wenxu, 2nd place - Fan Zhiyong, 3rd place - Zhu Gen [2]. Group 2: Company Strategy and Goals - The wine evaluation competition is part of the company's "talent-driven enterprise" strategy, aimed at cultivating wine evaluation talent [5]. - The company emphasizes the importance of craftsmanship and continuous improvement in wine quality and innovation [6]. Group 3: Training and Evaluation Process - A total of 26 participants, including 10 non-professionals from various departments, showcased high enthusiasm and professional skills during the training [6]. - The evaluation process included ten rigorous blind tasting rounds, assessing various aspects such as alcohol content, aroma types, and quality defects [6]. Group 4: Talent Development and Quality Assurance - Since 2021, the company has conducted five rounds of public recruitment for factory-level wine evaluators, with 14 individuals successfully selected [7]. - The systematic training and strict evaluation process have strengthened the technical talent pool, ensuring high-quality standards and brand integrity for the company [7].
深化改革强动能,践行使命勇担当——徽商期货改革提升进行时
Qi Huo Ri Bao Wang· 2025-08-25 06:10
Core Viewpoint - The company, Huishang Futures, emphasizes its commitment to reform and transformation in the context of national state-owned enterprise reforms, aiming to provide high-quality services to the real economy while enhancing its own capabilities and governance structure [1][2][7]. Group 1: Leadership and Governance - The company integrates the Party's leadership into its governance, establishing a modern state-owned enterprise system that emphasizes the Party's core role in decision-making and oversight [2]. - The "Golden Key" brand of Party building has been recognized as a model for integrating Party work with business operations, showcasing successful cases in the industry [2]. Group 2: Organizational Transformation - The company focuses on organizational changes to optimize resource allocation, creating new departments and enhancing existing ones to better support business development [3]. - A revised compensation and assessment mechanism is being implemented to align employee incentives with the company's performance and contributions [3]. Group 3: Talent Development - The company prioritizes talent development, establishing a comprehensive training system and partnerships with educational institutions to cultivate a skilled workforce [4]. - A competitive selection process for management positions is in place to ensure that capable individuals are in leadership roles, fostering a high-quality management team [4]. Group 4: Technological Innovation - The company is committed to technological innovation, collaborating with universities and research institutions to advance research and development projects [5][6]. - Digital transformation initiatives are underway, including the development of smart investment platforms and data management systems to enhance operational efficiency [6]. Group 5: Service to the Real Economy - The company adopts a "finance for the people" approach, aligning its business strategies with national policies and market needs to support the real economy [7]. - New business models, such as "insurance + futures," are being implemented to address agricultural challenges and support rural revitalization efforts [8]. - The company has initiated numerous projects across various provinces, benefiting over 50,000 farmers and contributing approximately 250 million yuan in compensation [8].
东方钽业黄志学:打造国之重器向“新”力
Shang Hai Zheng Quan Bao· 2025-08-22 21:13
Core Viewpoint - The article highlights the transformation and growth of Dongfang Tantalum Industry, which has become China's largest manufacturer of tantalum and niobium products, emphasizing its role in meeting national strategic needs and driving technological innovation [1][2]. Group 1: Company Overview - Dongfang Tantalum Industry was established 60 years ago in Ningxia and has developed into a leading enterprise in the tantalum and niobium sector, being one of the top three in the world for tantalum smelting and processing [1]. - The company has a complete industrial chain for tantalum and niobium, including wet and pyrometallurgical processes, and is recognized as a national high-tech enterprise [1][2]. Group 2: Product Development and Market Position - The company focuses on the research and production of high-tech products such as high-capacity tantalum powder, high-purity niobium materials, and high-temperature oxidation-resistant alloys, with over 50% of its products exported [2][3]. - Dongfang Tantalum has implemented a "5+3" development strategy, investing around 2 billion yuan in its main business to enhance product quality and market competitiveness [2]. Group 3: Technological Innovation - The company prioritizes technological advancement, with R&D expenditures exceeding 7% of its revenue, leading to significant innovations in high-performance tantalum and niobium products [3][4]. - Dongfang Tantalum has achieved breakthroughs in various fields, including semiconductors and medical applications, successfully producing 12-inch tantalum targets and 3D printed high-purity porous tantalum materials [3][5]. Group 4: Talent Development - The company emphasizes talent cultivation through a structured approach, fostering a multidisciplinary innovation team led by academicians and supported by leading scientists and young professionals [4][6]. - Dongfang Tantalum employs various incentive mechanisms to motivate its workforce, ensuring a dynamic environment conducive to innovation and growth [5][6]. Group 5: Future Outlook - The strategic value of tantalum and niobium in emerging industries such as semiconductors and aerospace is expected to increase, providing broader market opportunities for the company's products [6].
北汽1568名校招新员工共上职业生涯“第一课”,张建勇:选择汽车行业就是选择与时代同行
Bei Jing Ri Bao Ke Hu Duan· 2025-08-15 12:39
Group 1 - The core event was the "2025 Graduate Recruitment Training" held by BAIC Group, where 1,568 new employees participated in their first career lesson [1][3] - BAIC Group has been included in the Fortune Global 500 for 13 consecutive years and emphasizes the development of young talent through various initiatives such as the "Talent Leading Action Plan" and "890 Talent Cultivation Project" [3][9] - The recruitment for 2025 spans 274 universities globally, with plans to hire at least 5,000 graduates over the next three years, aiming for 30% of hires to have an international perspective [3] Group 2 - The Chairman of BAIC Group, Zhang Jianyong, emphasized the importance of the automotive industry and the transition from "big to strong" for China's automotive sector, highlighting the country's leadership in the new energy vehicle market [5][7] - BAIC Group aims to achieve a vehicle sales target of over 3 million units by 2027, with 1 million units each for its passenger and commercial vehicle brands [7][8] - The company is committed to implementing the "Talent Strong Enterprise" and "Technology BAIC" strategies to create a platform for young talents to showcase their abilities and contribute to the high-quality development of the automotive industry in China [9]
跨越速运董事长再发“豪横”年中奖,用“真金白银”引才留才
Sou Hu Cai Jing· 2025-08-11 03:35
Core Insights - The logistics industry is facing intense competition, making talent a crucial competitive advantage for companies [1] - "Talent empowerment" is now a strategic foundation for survival and long-term development in enterprises [1] Group 1: Talent Attraction - KuaYue Express, a large technology express company, has received numerous honors such as "National AAAA Grade Logistics Enterprise" and "National High-tech Enterprise," which helps attract top talent [3] - The company prioritizes employee welfare by providing a high-quality office environment and comprehensive benefits, including social insurance, paid leave, free accommodation, free transportation, self-operated canteens, and gyms [3] Group 2: Talent Retention - KuaYue Express offers a broad development platform and a competitive compensation system to retain talented employees [5] - The company has established a performance bonus system and has a tradition of distributing mid-year and year-end bonuses since 2020, with a notable increase in the number of award recipients by 140% and total bonus amount by 175% in 2024 [5] - In July 2023, the company significantly increased the mid-year bonus package for outstanding employees compared to previous years [5] Group 3: Management Philosophy - The core of talent empowerment lies in the "people-oriented" philosophy integrated into all aspects of corporate management [7] - KuaYue Express has built a high-quality and dynamic talent team, making "people-oriented, talent-first" a distinctive feature of its development, achieving sustainable high-quality growth [7]