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党建领航强根基 产教融合育英才
Xin Lang Cai Jing· 2025-12-26 22:03
Core Viewpoint - The Tongren City Transportation School has achieved significant development by integrating party building with educational practices, focusing on quality improvement and local service during the "14th Five-Year Plan" period [1][2][3][4]. Group 1: Party Building and Educational Integration - The school emphasizes the importance of moral education alongside technical skills, guiding students to establish correct worldviews and values through political education [2]. - A total of 100+ training sessions and discussions have been organized for teachers and students to enhance ideological and political education, achieving full coverage of political guidance [2]. - The establishment of party branches within professional departments has facilitated the integration of party building with educational practices, enhancing teaching quality and professional development [3]. Group 2: Professional Development and Talent Cultivation - The school has implemented a "Party Member Mentor System," resulting in the cultivation of 19 district-level backbone teachers and 6 provincial experts over five years [3]. - The proportion of "dual-qualified" teachers has been increasing, with 100% of party member teachers meeting this standard, ensuring high-quality education delivery [3]. - The school has developed two pilot programs for "1+X" certificates and several quality programs at provincial and municipal levels, significantly improving the overall educational quality [3]. Group 3: Industry-Education Integration and Community Service - The school has collaborated with over 10 enterprises to establish training bases, facilitating pathways for students in skill advancement, vocational employment, and entrepreneurship [4]. - More than 1,200 students have successfully entered higher education through vocational college entrance examinations, maintaining a stable pass rate of over 60% [4]. - The school has actively engaged in community service, conducting over 400 volunteer activities and serving more than 100,000 people through various educational initiatives [4]. Group 4: Future Development Plans - The school plans to continue optimizing its professional offerings and facilities while striving to create a higher vocational institution to foster high-quality skilled talent for regional economic development [5].
实践案例入选中基协《私募基金行业新时代社会责任报告》
Xin Hua Ri Bao· 2025-12-09 20:52
Core Viewpoint - Jiangsu Lianhai Land Bridge Private Equity Fund Management Co., Ltd. has been recognized for its commitment to integrating party leadership into its governance and operational strategies, contributing to high-quality development since its establishment in 2022 [1][2][3] Governance Structure - The company has embedded party building into its core governance processes, revising over 30 regulations related to party building, discipline inspection, compliance, and risk control since 2024, thereby strengthening its organizational foundation [1][2] - A collective decision-making system for major matters is strictly followed, ensuring that party organizations play a crucial role in decision-making processes, enhancing procedural norms and risk management [2] Ideological and Organizational Leadership - The company implements systems like "First Agenda" and "Three Meetings and One Class" to enhance political literacy and professional capabilities among party members, creating dual platforms for learning and political engagement [2] - It actively participates in rural revitalization efforts and collaborates with universities to promote financial education, aligning party work with financial inclusivity and talent development [2] Business and Party Synergy - The fund management scale has steadily increased, surpassing 2.1 billion yuan in 2024, ranking in the top 15% among 1,210 private fund managers in Jiangsu, significantly above the provincial average of 991 million yuan per manager [3] - The company focuses on investments in technology innovation and green transformation, ensuring alignment between investment logic and national strategies, while fostering a robust investment research team through regular training activities [3]