王小红在致辞中充分肯定本次座谈的价值，指出南通与香港、上海产业互补性强、合作空间广，此次活 动为三地青年企业家提供了高层次互动平台。她表示，张謇企业家学院将与香港菁英会共建沪港青年创 业就业实践基地，强化资源联动，打造国际化、实战型青年发展平台，并诚挚邀请香港青年来通发展， 共同助力新质生产力培育和区域协同发展。 9月7日，"沪港通三城 携手创未来"青年企业家交流座谈会在香港举行。香港菁英会与南通市上海商会 签署《南通市上海商会与香港菁英会友好共建框架协议》，南通市人民政府驻上海联络处、香港菁英 会、南通市上海商会及南通通商总会四方共同签署了《沪港通高级青年人才培养与交流合作框架协 议》。两项协议的签署，标志着沪港通三地在产业协同和青年人才培养方面的合作步入机制化、务实化 的新阶段，为长三角与香港的深度融合注入新动能。 扬子晚报/紫牛新闻记者 万惠娟 友好商会协议由香港菁英会主席黄进达与南通市上海商会会长方浩泽签署。双方将以"平等互利、优势 互补、长期合作、共同发展"为原则，重点开展四大领域的合作：经贸交流，组织商务考察和项目对 接；青年发展，推动企业家、专业人士及学生互访与联谊；信息共享，互通政策与市场动态 ...

Core Insights - The project department of China Communications Construction Company (CCCC) is focusing on cultivating young talent through practical training and mentorship, emphasizing the integration of theoretical knowledge with on-site experience [2][4] - The project leader, Zeng Rengang, plays a crucial role in guiding young engineers, helping them develop problem-solving skills and practical abilities in real-world scenarios [3][5] Group 1: Talent Development - The project department has established a "mentor-apprentice" system to accelerate the growth of young professionals, allowing them to learn directly from experienced staff [2][4] - Young engineers are required to engage closely with the construction site, transforming theoretical concepts into practical skills, which enhances their understanding of the construction process [4][6] Group 2: Problem-Solving and Innovation - Zeng Rengang led a successful initiative to address a construction challenge involving the elevation of a pile cap due to natural sedimentation, demonstrating innovative problem-solving by utilizing on-site materials [3] - The project team conducts thorough pre-construction simulations and risk assessments, ensuring that young engineers are well-prepared for potential challenges [5][6] Group 3: Cross-Training and Versatility - The project department implements a job rotation system, allowing young employees to gain experience in various roles, thereby fostering a well-rounded skill set [6] - This approach not only strengthens the foundation of construction knowledge but also prepares young professionals to handle diverse responsibilities within the project [6]

Core Viewpoint - The company focuses on high-quality development driven by strong party leadership, emphasizing political guidance, youth empowerment, and heartfelt service to employees [1]. Group 1: Political Leadership - The company prioritizes political construction, implementing a "Four Learning Mechanism" to ensure the party's policies are effectively integrated into operations, with six specialized learning sessions conducted in the first half of the year [4]. - The company promotes a culture of integrity and accountability, adhering to the central eight regulations and fostering a positive work environment [4]. Group 2: Safety and Efficiency - The company integrates safety production and cost reduction into its party-building efforts, adopting a "Party Building +" management model and implementing standardized safety production practices [5]. - Innovations such as AI-driven safety analysis and various technical improvements have been introduced to enhance operational efficiency and safety [5]. Group 3: Youth Talent Development - The company has established a talent pool for young employees, with 20 frontline workers selected for advanced training and several promoted to technical positions [8]. - A significant proportion of party members are under 35, indicating a strong focus on nurturing young talent who contribute to both technical and management innovations [8]. Group 4: Employee Welfare - The company adopts a "people-centered" approach, significantly improving employee welfare by increasing meal standards and enhancing facilities such as showers and laundry services [11]. - Mental health is prioritized, with professional counseling services and AI health management systems implemented to support employee well-being [13]. Group 5: Future Directions - The company aims to continuously innovate its party-building methods, integrating them into core business operations to achieve breakthroughs in safety, technology, management, and talent development [14].

Group 1 - The core viewpoint emphasizes the importance of nurturing young innovative talents for the development of enterprises and the country's technological self-reliance [1] - Chemical companies should continuously optimize their talent cultivation systems and provide innovative platforms for young talents [1] - Establishing a comprehensive mechanism for talent cultivation is essential, including selection, incentives, training, and evaluation [1] Group 2 - The establishment of a "Youth Science and Technology Talent" special fund by Fushun Petrochemical provides financial support for young talents [2] - Implementing a "dual mentor" system with experienced experts to enhance the innovation capabilities of young talents [2] - Creating an assessment mechanism to monitor the development of young talents and provide timely corrections [2] Group 3 - Building platforms for practical experience is crucial, promoting interdisciplinary collaboration and connecting industry, academia, and research [2] - Fushun Petrochemical has created an "Innovation Workshop" that integrates technology research, project tackling, and skills training for young talents [2] - Organizing technical exchange meetings and training sessions to broaden the horizons and enhance the capabilities of young talents [2] Group 4 - Engaging young talents in major projects and key technology challenges is vital for testing their innovation capabilities [2] - The success of Wang Jian, a leader of the youth innovation studio, showcases the benefits of practical experience in tackling large-scale maintenance tasks [2] - His team's innovations have led to significant cost savings and recognition in national skill competitions [2] Group 5 - The upcoming national energy-saving publicity week and low-carbon day highlight the importance of energy conservation and carbon reduction in the petrochemical industry [3] - The industry is called to focus on energy-saving technology transformations, process re-engineering, and improving carbon emission management systems [3] - The discussion on how to be a "carbon road pioneer" invites insights on promoting green transformation in the economy and society [3]

Core Viewpoint - The "Lianhang Academy" established by the China Communications Construction Company (CCCC) aims to cultivate young talent through a problem-oriented approach, enhancing their capabilities by engaging them in real-world problem-solving and knowledge sharing [2][3] Group 1: Night Learning - The project party branch has developed the "Lianhang Academy" night learning brand, breaking away from traditional teaching methods by implementing a "department submission + review selection" mechanism, starting with 11 classic courses [2] - The learning activities focus on problem-driven discussions and professional Q&A, transforming on-site issues and innovative highlights into case studies, with young employees acting as presenters [2] - To date, the academy has conducted three sessions, compiling a list of 10 issues and creating a knowledge case library to equip young employees with problem-solving resources [2] Group 2: On-Site Problem Solving - Weekly classes are followed by practical sessions where project leaders guide young employees to the construction site to address knowledge gaps identified during night learning [2] - The project deputy manager, leveraging over 20 years of field experience, leads the team in tackling common concrete construction issues, effectively translating theoretical knowledge into practical results [2] - The team successfully resolved 10 technical challenges in real-world scenarios, demonstrating a deep integration of theory and practice [2] Group 3: Review and Optimization - After each course, a review meeting is held to consolidate key content and practices through a three-step method: case review, experience extraction, and standardization [3] - For instance, the first course on "Transportation and Installation of Prefabricated T-Beams" involved dynamic simulation teaching to analyze critical aspects from technical plans to safety management [3] - The CCCC's project party branch will continue to innovate the "night learning - problem-solving - review" integrated talent development mechanism, fostering a capable and innovative young workforce to support project construction [3]

Core Viewpoint - The company is actively addressing the challenges of tight schedules, technical difficulties, and high standards in the Ningbo Daxie Container Terminal Phase II project by fostering a practical training mechanism for young talents, enhancing their skills through hands-on experience in key construction processes [1] Group 1: Quality and Safety Measures - A cross-departmental youth joint inspection team has been established to conduct thorough inspections at various construction sites, ensuring compliance with safety and operational standards [3] - The joint inspection team effectively identified and rectified 12 safety hazards within three hours during adverse weather conditions, demonstrating a proactive approach to quality and safety management [3] Group 2: On-Site Training and Skill Development - The project has implemented a "youth night duty" mechanism, where young employees are paired with experienced workers to oversee critical construction processes, resulting in the accumulation of valuable operational insights [4] - A total of 51 shifts have been completed by young employees, and the documented construction log has become a practical guide for new staff [4] Group 3: Targeted Learning Initiatives - The project party branch has launched a "Red Tide Plan" for talent development, incorporating weekly night classes to address knowledge gaps and enhance skills in risk identification, quality control, and equipment management [5] - Six sessions of the Red Tide classroom have successfully tackled multiple construction challenges, accelerating skill enhancement through a combination of learning and practical application [5] Group 4: Ongoing Commitment to Talent Development - The project party branch is committed to continuing its focus on talent cultivation, encouraging young employees to excel in their roles and contribute to the steady improvement of production and operational performance [6]

Group 1 - The company emphasizes youth talent development, creating a diverse growth platform for young employees to become skilled professionals and technical backbones [1] - The average age of employees at the company is only 35, indicating a youthful workforce [1] - The company has implemented a "customized" training model, moving away from traditional training methods, and has developed 20 specialized manuals and purchased 96 types of business books to enhance employee skills [1] Group 2 - The company has hosted over 20 skill competitions in recent years, resulting in the emergence of 11 technical experts and 12 technical champions, with 85% of them being post-90s generation [2] - A mentor team composed of senior technicians and technical backbones has been established to provide one-on-one teaching through signed "mentor contracts" [2] - The company collaborates with Tsinghua University to form a collaborative innovation center, focusing on joint research projects to enhance production capabilities [2]

Core Insights - Lantu Automotive has achieved significant sales growth, with a total of 26,034 vehicles sold in the first quarter of the year, representing a 59% year-on-year increase, and 10,000 units sold in March alone, marking a 64% increase [2] - The company emphasizes the importance of young talent, with an average employee age of 31, and considers youth as its "first resource" for development [2][4] - Lantu Automotive has established a robust talent cultivation mechanism, including mentorship programs and partnerships with top universities, to foster the growth of young professionals [3][4][5] Talent Development Strategies - The company implements a mentorship system where new employees are paired with experienced mentors to facilitate skill transfer and cultural integration [4] - Lantu Automotive collaborates with over ten top universities to create talent training bases, launching initiatives like the "Qinglan Plan" and "Fuyao Plan" to align market needs with talent development [4][5] - A structured three-year training program is in place for new graduates, focusing on corporate culture, general skills, and specialized knowledge [5] Innovation and Market Position - The influx of young talent has led to significant technological advancements, including the development of industry-leading technologies such as Lanhai Power and Amber Battery [5] - Young employees are seen as vital to understanding and addressing the needs of younger consumers, contributing to the company's strategic goal of launching four vehicles in four years and three product categories in three years [5][6] - Lantu Automotive's commitment to nurturing young talent is closely linked to its innovation speed and overall growth, with plans to enhance both internal and external talent cultivation strategies [6]

Core Viewpoint - The "Silver Age" counselor program initiated by Northwest A&F University aims to optimize the structure of the counseling team by incorporating retired faculty members who are politically steadfast, experienced, and passionate about student work, thereby forming a multi-generational educational team [1]. Group 1: Background and Policy - The "Silver Age" teacher trend in higher education has emerged against the backdrop of an aging population and policies like delayed retirement, leading to an increase in retired teachers returning to universities [3][8]. - The Ministry of Education's "Silver Age Teaching Plan" aims to recruit 10,000 excellent teachers to improve rural education quality, which has since expanded to higher education [3][4]. - The "Silver Age" teachers are generally required to be under 65 or 70 years old, while most teachers retire around 55 for women and 60 for men, indicating a trend of retired teachers being rehired [4][7]. Group 2: Responsibilities and Roles - Various universities have specific responsibilities for "Silver Age" teachers, including participating in degree program construction, conducting classroom teaching, and mentoring young teachers [5][6]. - The roles often include guiding 2-3 young teachers, enhancing their teaching and research capabilities, and contributing to academic and professional development [6][10]. Group 3: Perspectives on Retired Teachers - There is a debate regarding the impact of retired teachers on job opportunities for younger faculty, with concerns that their presence may limit the growth space for younger educators [15][22]. - However, the integration of "Silver Age" teachers can create a balance, allowing for mentorship and knowledge transfer without occupying formal positions that could hinder younger teachers' advancement [15][22]. Group 4: Future Implications - The gradual implementation of delayed retirement policies is expected to continue, particularly in institutions with a high concentration of intellectuals and professionals, such as universities and research institutes [8][9]. - The trend of retaining experienced teachers is seen as beneficial for academic quality and institutional development, as they contribute significantly to teaching, research, and mentoring [9][10].