人事方面，本期继续介绍兴业银行中层变动，涉及总行多部门副总和多家一级分行副行长。 近日，银行人事了解到，兴业银行总行部门设置出现微调：原风险管理部改为"风险管理部/授信管理部"，原企业金融风险管理部改为"授信审批部"，部门负责人不变。 10月10日，鲍小龙兴业银行昆明分行副行长的任职资格获准；历任兴业银行义乌分行行长助理、副行长、行长，2023年8月任昆明分行行长助理。 总行部门 泉州分行行长助理许俊坤，任总行福建管理部副总裁；2023年8月起任兴业银行泉州分行行长助理。 据了解，2022年5月，兴业银行将原福建业务总部改组为福建管理部，主要负责统筹协调兴业银行在福建省内9家一级分行（包括泉州分行）的经营，以实现各项资源要素优化配置，更好得服务 党委巡察办公室副总经理林晓中，任审计部广州分部总经理。林晓中，曾在深圳发展银行任职多年，加入兴业银行后历任贸易金融中心总经理，兴业银行广州分行副行长、纪委书记，2023年调 据了解，兴业银行审计部为总行一级管理部门，总部设在福州，还在北京、上海、广州、成都、西安、沈阳等地设立分部。审计部门负责开展全过程审计，对全行各业务环节进行独立、有重点、 郭颖真任党委巡察办公室总 ...

证券日报网讯盘龙药业10月9日在互动平台回答投资者提问时表示，公司非常重视人才队伍建设，通过 不断持续优化人才引进与培养机制，在符合公司战略规划和实际发展需要的前提下，积极考虑引入各类 专业人才，以提升经营管理水平，推动公司各项业务健康、可持续发展。公司通过不断提升核心竞争力 与经营效率，将为公司长期价值增长奠定坚实基础，并致力于为全体投资者创造更稳健的回报。 （文章来源：证券日报） ...

来源：中国黄金集团有限公司 9月26日，中国黄金集团有限公司党委书记、董事长周洲应邀赴河南郑州参加第十五届中国河南国际投资贸易洽谈 会并出席开幕式，前往中国黄金集团黄金珠宝（郑州）有限公司郑州旗舰店、中国黄金河南有限公司调研。集团 公司副总经理王佐满陪同参加相关活动。 在郑州旗舰店，周洲详细了解黄金珠宝销售总体情况和品牌管理情况。他指出，中金珠宝要紧跟新时代消费趋 势，不断创新发展理念，着力提升黄金珠宝品牌的设计能力，以新产品、新业态、新模式引领黄金珠宝消费新潮 流，着力推动消费提质升级。要加强品牌管理，坚持以消费者为中心，深入推进依法合规经营，加快提升服务水 平，切实维护消费者合法权益，持续提升品牌知名度、认可度和满意度。 在河南公司工作座谈会上，周洲指出，河南公司作为驻豫企业，在加强企地协同、反映企业诉求、服务区域企业 发展等方面发挥了重要作用。他指出，河南公司要认真做好"十四五"规划总结评估工作，深入分析企业发展面临 的问题与不足，科学开展"十五五"规划编制。要鼓励干部职工围绕河南公司高质量发展积极建言献策，提出企业 可持续发展的实施路径和工作举措，加快提升核心竞争力。要加强人才队伍建设，加快培养、广泛 ...

来源：金融人事mini 9月25日晚间，工农中建交国有五大行同时发布公告，宣布公司章程修订已获得监管核准，不再设立监事会。 其中，交通银行自2025年9月25日起不再设立监事会，由董事会审计委员会行使监事会相关职权。现任监事王学庆、苏治、林至红、丰冰、颇颖不再担任监事及监事会相关职务，公司监事会相关 交行董事会审计委员会成员有：主任委员李晓慧，委员常保升、穆国新、张向东、王天泽、肖伟，另外1名委员由财政部后续提名的董事担任。最新公司章程显示，审计委员会成员应当具备财务 管理层外，在九月份，交通银行有七位省直分行副行长的任职资格获准，均为系统内提任，其中有多位干部赴任中西部地区。 陈兴任青海省分行副行长。历任交行金融机构部规划专员，办公室秘书副高级经理，党委办公室扶贫与企业文化处副处长，乡村振兴金融部定点帮扶高级经理，无锡分行营业部副总；普惠金融事 李小明任江苏省分行副行长；曾任交行连云港分行副行长，审计局IT审计处处长、信息科技审计部高级经理。 范道户任宁夏自治区分行副行长；曾任交行合肥屯溪路支行行长、三孝口支行行长，2021年10月起任交行蚌埠分行行长。 付毅任甘肃省分行副行长；曾任交行公司机构业务部副高级 ...

Core Insights - The management of China Merchants Fund Management Co., Ltd. is undergoing significant changes, with the resignation of Chairman Wang Xiaoqing and the appointment of Zhong Wenyue as acting chairman [2][3] - The fund has experienced a decline in net profit for two consecutive years, raising concerns about its ability to retain key investment talent and reverse the downward trend in performance [2][3] Management Changes - Wang Xiaoqing has stepped down after five years, during which the company doubled its asset management scale and maintained a top ten position in the industry [3][5] - Zhong Wenyue, who recently became the general manager, is now also acting as chairman, bringing extensive experience from various financial institutions [13][15] Financial Performance - During Wang Xiaoqing's tenure from 2020 to 2024, the company's revenue and net profit figures were as follows: revenues of 32.35 billion, 52.32 billion, 57.57 billion, 52.94 billion, and 53.08 billion; net profits of 9.04 billion, 16.01 billion, 18.13 billion, 17.53 billion, and 16.5 billion, indicating a decline in the last two years [5][10] - In the first half of 2025, the fund reported revenues of 25.61 billion, a year-on-year increase of 1.17%, but net profit fell by 6.81% to 7.89 billion [10] Talent Retention Issues - The fund has lost several key investment professionals since 2025, including Zhai Xiangdong, Ma Long, and Wang Yan, which poses a challenge for maintaining its competitive edge [2][20] - The company has recently appointed three new deputy general managers from within its ranks, aiming to strengthen internal talent retention and management [20] Product Performance - The fund's product structure has shown a significant imbalance, with equity products underperforming compared to fixed-income products, leading to substantial losses in equity funds [10][12] - As of mid-2025, the fund's management scale exceeded 900 billion, with a significant portion in fixed-income products, indicating a conservative investment strategy [8][12] Future Outlook - The company plans to enhance its product offerings and improve active management capabilities to adapt to market changes and regain performance [12][20] - With the current recovery in the A-share market, Zhong Wenyue's dual role as chairman and general manager is seen as a critical factor in the fund's potential turnaround [20]

Core Viewpoint - The company is focusing on market expansion, technological innovation, quality management, lean management, and talent development to enhance its operational efficiency and competitive edge in both domestic and international markets [2][3][4][5][6]. Group 1: Market Development - The company is implementing a "4+N" strategy to synergize traditional and emerging businesses, enhancing market penetration and share in the domestic market while actively expanding into international markets [2]. - The company aims to create a dual breakthrough in market share and growth by stabilizing its domestic base and exploring new opportunities abroad, particularly in Central Asia, North America, and Southeast Asia [2]. Group 2: Technological Innovation - The company is focusing on upgrading traditional products and breaking into new fields, achieving mass production of key components and gaining development rights from major manufacturers [3]. - The company is leveraging technology to create new value and establish a foundation in traditional manufacturing while leading in emerging technologies [3]. Group 3: Quality Management - A comprehensive quality management system has been established, ensuring accountability at all stages and significantly reducing quality loss rates through regular reviews and improvements [4]. Group 4: Lean Management - The company is enhancing efficiency and organizational capability through process optimization and training initiatives, achieving a 96% improvement rate in 5S practices and a 5% increase in mold change efficiency [5]. Group 5: Talent Development - The company has restructured its organization to align with strategic goals and established a multi-level training system to enhance capabilities, resulting in recognition for two employees as leading young technology figures [6]. Group 6: Corporate Governance Changes - The company has decided to abolish the supervisory board, transferring its responsibilities to the audit committee of the board, and has revised its articles of association and meeting rules to improve governance [8][9].

拓宽发展通道，激发人才活力。在专业技术和操作技能领域，公司累计评聘学科专家2人次、主任工程师1人次、技术工程师1人次、副主 任师1人次、高级技能师2人次，充分发挥专家人才在项目建设和运营中的智囊作用。同时，积极组织技术比武和竞赛活动，先后3次参加 内蒙古自治区无人机技能比赛、1次参加通辽市无人机竞赛，涌现出一大批技能尖兵，1人获集团公司"青年岗位能手"，1人获内蒙古公 司"青年岗位能手"，3人获通辽市"五一劳动奖章"，8人获通辽市"技术能手"，1人获"科尔沁能工巧匠"，彰显了公司技能人才的过硬实 力。 矿建公司将以更高站位、更实举措推进"三支队伍"建设，让人才引得进、留得住、用得好，为公司高质量发展注入源源不断的动力。(矿 建公司 尹艳荣) 队伍结构清晰，筑牢发展基石。矿建公司主营业务涵盖地质勘探、矿山测量、矿山消防救援等多个领域，形成了结构相对合理的"三支队 伍"体系：经营管理人员占比26.5%；专业技术人员占比30.4%；操作技能岗位人员占比43.1%。公司已构建起较为完善的专家体系与高阶 岗位人才队伍，包括专家体系3人、副主任师1人、高级技能师2人，他们在各自领域发挥着技术引领和攻坚作用，为公司业务开展 ...

本次培训以"智汇浦发，新动未来"为主题，课程设置涵盖业务知识、职业素养和红色教育三大模块，通 过系统化培训帮助新员工快速适应岗位要求。培训共开展19门专业课程、3场职业素养主题课，并创新 设置6项团队活动，包括智能体大赛、趣味竞答、主题观影等特色项目。37名内外部讲师参与授课，其 中特别组织学员参观雷锋纪念馆，强化金融为民的使命担当。 结业典礼上，参训学员通过PPT汇报、情景剧表演、走心访谈等形式展示学习成果。根据培训期间综合 表现，评选出1组优秀团队、3名优秀学员。参训学员普遍反映，通过培训加深了对银行业务的理解，增 强了合规意识，为今后工作开展奠定了良好基础。 长沙晚报掌上长沙8月5日讯（通讯员 戴佳）近日，浦发银行长沙分行组织开展"蓝图计划3.0"2025年校 招新员工入职培训，17名新入职员工圆满完成培训，顺利结业。 培训期间，浦发银行长沙分行党委书记、行长洪伟出席开班仪式并讲话，强调新员工要牢固树立规矩意 识，坚守合规底线；保持学习热情，提升专业能力；勇于担当作为，为分行发展贡献力量。 本次培训是长沙分行加强人才队伍建设的重要举措。下一步，浦发银行长沙分行将持续完善新员工培养 机制，通过导师制等方式 ...

Core Viewpoint - Talent is recognized as the primary resource and core driving force for the development of enterprises, particularly in the aviation sector, with a focus on building a robust talent pool to support safety, service quality, and operational efficiency [1][15]. Strategic Leadership - The airport emphasizes a top-down approach to talent development, aligning human resource planning with strategic goals and key tasks [2]. - A "dual-engine" driving model is implemented, focusing on strengthening systems and activating mechanisms to enhance employee performance and engagement [2][5]. Practical Training - Regular competitions and training sessions are conducted to improve employee skills and morale, achieving a 100% certification rate for all staff [6][7]. - A mentorship system is established to facilitate knowledge transfer and skill development among employees [6]. Innovative Development - The airport has created a culturally rich service team that enhances customer experience through innovative practices and problem-solving methods [10][11]. - The introduction of a new service model for baggage handling has significantly improved operational efficiency and customer satisfaction [10]. Diverse Incentives - A comprehensive performance management system is in place, promoting transparency and accountability in employee contributions [12]. - The airport encourages innovation through a dual-track incentive system that rewards both material and honorary achievements [12]. Future Outlook - The airport aims to continue enhancing its talent cultivation efforts, optimizing the growth environment, and expanding practical training platforms to foster internal motivation and creativity [15].

Core Viewpoint - The competition organized by Hengtong Chemical's hydrogen peroxide plant aims to enhance employee skills and safety awareness through a "draw and explain process" initiative, fostering a strong learning culture within the company [1][5]. Group 1: Competition Overview - The "draw and explain process" competition was initiated to strengthen talent development and improve employee quality, aligning with the 2025 employee quality enhancement goals [2]. - Participants included all operational staff, technical personnel, and management, with each group required to create process flow diagrams relevant to their roles [2][4]. - The competition format involved live drawing and explaining of process diagrams, which generated significant enthusiasm among employees [2][3]. Group 2: Professionalism and Organization - To ensure the competition's effectiveness, Hengtong Chemical organized preliminary rounds where each position submitted three process diagrams, with a minimum drawing time of 15 minutes [4]. - A rigorous selection process identified top performers from operational staff, technical personnel, and management to advance to the final round [4]. - Judges evaluated the diagrams based on accuracy, completeness, and clarity of explanation, ensuring that only those with solid professional foundations and good communication skills were recognized [4]. Group 3: Impact on Safety and Learning - The competition has sparked a strong learning momentum across the plant, with teams increasing training efforts and employees actively engaging in learning [5]. - Employees gained deeper insights into their roles and the overall process, which enhances safety in production through better understanding of operational workflows [5]. - The "draw and explain process" competition is part of a broader strategy for talent development, with plans for more diverse and engaging competitions in the future to support high-quality growth for the company [5].