Liaoning Huajin Group is located in Panjin City, Liaoning Province. Its main businesses are chemical fertilizers and polyolefin resins. It is a large chemical enterprise group operating across regions. It now has three main production bases in Panjin, Liaoning, Huludao and Kuqa, Xinjiang. It has been among the top 500 companies in China and the top 100 Sinopec companies for many years. The leading products include 900,000 tons of synthetic ammonia, 1.6 million tons of urea, and 280,000 tons of polyolefin products. Total assets are 10 billion yuan and 11,000 employees. In the late 1990s and the beginning of the new century, the capital operation strategy was implemented, corporate mergers and acquisitions and stock listings were completed; foreign joint ventures and cooperation with thermoelectric and catalyst companies were realized; Xinjiang Kuqa's large chemical fertilizer construction was successfully completed and put into production to meet standards.

At the beginning of 2006, Huajin Group and China Ordnance Industry Group were reorganized and formed a strong alliance. According to the group's "Eleventh Five-Year Plan" development goals, in 2008 the group will build itself into a strong enterprise in maximizing fertilizer production in the country and complete construction projects such as 460,000 tons of ethylene production expansion. Guided by the Scientific Outlook on Development and based on making the group bigger and stronger and building a harmonious enterprise, Huajin Group vigorously implements efficient investment, resource guarantee and talent development strategies, achieves major breakthroughs in reform, restructuring and development, and cultivates and creates A team of high-quality employees who both love their jobs and are good at business, and are both good at control and practical. When it comes to the education and training of highly skilled talents, we have always carried the concept of "Talents prosper an enterprise and talents strengthen the enterprise" into the minds of every employee. Our specific approach is: 1. Improve and improve various guarantee and incentive measures to build a healthy growth mechanism for highly skilled talents. First of all, various safeguard measures for the cultivation of high-skilled talents have been improved and improved, including more than 30 types of employee training systems, identification systems, examination and assessment systems, evaluator responsibilities, qualification review systems, test question development and management and use systems. Secondly, incentives for highly skilled talents have been established: First, employee qualification management measures have been introduced, that is, the job qualification certificate system has been implemented, which stipulates that all employees in production and operation positions must obtain the national grade qualification certificate within the specified time. On-the-job, otherwise re-learn and train until being transferred out of the job. The second is to implement an appointment system for employees who have obtained corresponding level qualification certificates based on the number of positions required and other requirements, and implement the salary scale of the position to achieve an incentive mechanism of "separate evaluation and employment, promotion and promotion". The third is to establish a system of "famous teachers leading high apprentices". After the apprentices pass the assessment, they can enjoy certain material rewards on the same basis as their teachers. The fourth is to give one-time rewards and salary levels to the "technical champions" and "technical experts" who emerge from each skills competition to encourage employees' enthusiasm for learning technology and skills. In the past three years, more than 150 employees have received one-time rewards and salary increases from the company through skills competitions. Thirdly, for every large-scale skills training, examination and skills competition, a special organizational leadership body is established, and the group vice president personally serves as the team leader to ensure the orderly development of the activities. The guarantee and protection of the organization and the improvement of incentive measures have effectively stimulated the enthusiasm of employees to learn skills and practice their skills, and truly opened up channels for the healthy growth of highly skilled talents from the institutional perspective. 2. Implement full employee training and qualification appraisal to continuously enhance the core competitiveness of the enterprise. The competition for the core strength of enterprises is essentially the competition for talents. The core of talent competition is essentially how to cultivate talents and how to retain talents. In terms of cultivating high-skilled talents, Huajin Group has gradually shifted from the original general training, sporadic training and adaptive training to skill-based, professional and compound full qualification training and professional qualification appraisal. In terms of professional qualification training and appraisal work, in the past three years, 5 trainings and appraisals for large-scale technicians, senior technicians, marketers and senior workers have been organized. More than 300 people have passed the assessment of technicians, senior technicians and marketers, and more than 1,600 people have passed the assessment of senior workers. Before the assessment, relevant employees who meet the application qualifications will be organized to conduct full-time and semi-full-time business training for a period of 1-2 months, and senior professional and technical personnel from the enterprise will be hired to teach relevant knowledge. The training methods mainly adopt three modes: workshop-level training, company-level training and group-level training. The examination and assessment are uniformly organized by the group. The test questions are uniformly drawn from the national question bank, and closed questions are organized uniformly for job types without a national question bank. In 2006 alone, for the evaluation of more than 2,000 senior technicians and senior workers, more than 50 examination rooms were set up, and more than 300 examination personnel and professional evaluators were selected.

In the practical operation examination, for candidates who are involved in key chemical operation positions and are unable to take the actual operation examination, professionals will close the position simulation test questions to ensure the seriousness and fairness of the examination. In 2006, 33 people took part in the senior technician assessment, with a pass rate of 100%; 1,917 people took part in the senior worker assessment, with a pass rate of 86%. The implementation of this activity has laid the foundation and injected vitality into completely changing the structure of Huajin Group's highly skilled talent team, improving the professional quality of the workforce, enhancing the core competitiveness of the company, and giving full play to the role of the workforce in the production and operation of the company. 3. Build a platform for displaying high-skilled talents and create an endless stream of skilled talents. How to make high-skilled talents stand out, and how to allow those employees who work hard and work hard at their posts to develop and demonstrate their personal talents? Huajin Group conscientiously implements the theories of Scientific Outlook on Development and Talent Outlook, and fully provides various stages to discover talents. Since 2004, Huajin Group has held a large-scale skills competition every year for employees with multiple types of work. Before each competition, all public opinion tools are used to mobilize all members to build momentum, and a special "skills competition" kick-off meeting is held to announce the relevant rules and methods of the competition. The competition methods are fully implemented in accordance with the national technical workers’ vocational skills appraisal regulations. The propositions, examinations, and judgments of theoretical and practical test questions are all conducted in a closed format, truly reflecting the principles of "fairness, justice, and openness" and ensuring the seriousness and impartiality of the competition. In the past three years, *** has organized three large-scale skills competitions, with more than 700 employees participating, and more than 150 employees have won the titles of "Technical Champion" and "Technical Expert". In the past three years, more than 100 outstanding employees have been organized to participate in municipal, provincial and national skills competitions. Li Wei, as an electrician of Huajin Group, has won the group's "Technical Pacesetter" and municipal and provincial technical experts many times. The entire skills competition process was tracked by the publicity and reporting department and continuously broadcast on the TV station. Skills competitions serve as a means to build a platform for highly skilled talents to stand out. At the same time, they also provide opportunities for them to demonstrate their personal technical talents. They also enable highly skilled talents to see their own value and pave the way for the development of employees' careers. The road is smoothed. 4. Carry out in-depth activities of “creating a learning organization and striving to become knowledge-based employees” to create space for employees to realize their careers. Huajin Group has been continuously exploring the training model of high-skilled talents at home and abroad for many years, constantly optimizing the training of management talents and marketing talents at all levels, especially technical workers with intermediate and advanced skills, and has planned and purposefully selected some top-notch talents to key colleges and universities. Further education and joint education. In recent years, more than 200 people in *** have obtained corresponding academic qualifications, degrees and qualification certificates through study. The group has successively introduced intellectual resources from key universities such as the Chinese Academy of Sciences, Dalian University of Technology, Tianjin University, and Sichuan University, and has successfully researched and developed new production processes for PIMEG, sustained-release urea, IMABS, and new long-acting compound fertilizer processes and products. Individual projects He also won scientific research achievement awards at the provincial level and above. It provides a platform for communication and re-learning for the realization of the company's "Eleventh Five-Year Plan" development goals and the cultivation and growth of high-skilled talents. In recent years, Huajin Group has made great efforts to increase the proportion of technical, knowledge-based and compound-skilled talents among its employees. Through various channels such as building a lifelong learning platform, more employees not only have one skill, but also can do it. Become a specialist with multiple abilities. Now the whole group has established 35 learning organizations of various types, more than 300 learning individuals, and more than 50 learning families. Feng Wei was originally an ordinary operator in the synthesis workshop. Through hard self-study and hard work over the years, he has grown from a little-known technical school student to a technical skills leader that even foreign experts give thumbs up. He is now proficient in the technology and operating procedures of fertilizer production, and has avoided and solved dozens of production equipment accidents. During the equipment renovation, due to his skilled technology and skills, he saved the company more than 25 million yuan in renovation costs. He has been named a group model worker for many consecutive years; he has been named a city and provincial model worker many times; he was named a national model worker in 2005. He was also rated as a high-skilled talent with outstanding contributions in Liaoning Province. He is a high-skilled talent enjoying government subsidies in Liaoning Province. In 2006, he was hired as the deputy production director of the synthetic workshop. With the arrival of the new century and the beginning of the "Eleventh Five-Year Plan", Huajin Group will continue to build a platform for employees' career planning and realization, change passive training into self-training, and carry out high-level training through multiple channels, approaches, types and forms. Cultivation of skilled personnel.

For the group's more than 10 billion yuan reconstruction and expansion project in the "Eleventh Five-Year Plan", it will cultivate more and better high-skilled talents for the group's sustainable and healthy development, and build a larger stage for employees to learn and grow.