Deepen the development of cadre management mechanisms and solidify the institutional foundation for team growth—Company Holds Cadre Conference

Deepen the development of the cadre management mechanism. Solidify the institutional foundation for team development.

The company holds a meeting for its cadres.

On December 30, the company held a briefing session on its cadre management system. The meeting, themed “Deepening the Construction of Cadre Management Mechanisms and Solidifying the Institutional Foundation for Team Development,” provided a comprehensive briefing on the cadre management measures. Attending the meeting were Liu Ganjiang, Secretary of the Party Committee and Chairman of the Board; Cheng Xijun, Deputy Secretary of the Party Committee and General Manager; members of the leadership team; all mid-level and higher-ranking cadres; chief engineers and deputy chief engineers; senior managers; and reserve cadres. The Jingxi base participated via video conference. The meeting was chaired by He Juan, Deputy Secretary of the Party Committee and Executive Deputy General Manager.

The meeting invited Mr. Jiang Yong, a management consultant, to deliver a special training session on the cadre management system. Tang Bo, head of the Organization and Personnel Department, provided a systematic briefing on the newly revised cadre management regulations.

Cheng Xijun with Under the theme “Strengthen Implementation Through Mechanisms, Achieve Value Through Hard Work,” I’d like to propose three key points for promoting the effective implementation of the new system. Seek: One is Deeply recognize the value of systems and build organizational resilience for the future. Second is Ensure that the system resonates with business operations and becomes a practical, real-world tool. Third is Promote the integration of knowledge and action among cadres, transforming institutional requirements into drivers of growth. All managers should... Actively benchmark against others, hone your skills through real-world practice, and bravely take on the important responsibility of leading your team to tackle tough challenges and achieve concrete results.

Liu Ganjiang creates “Forging” “Three Capabilities” Iron Army: Solidifying the Organizational Foundation for Xiangtan Electrochemical’s Century-Long Development—Key Remarks. He pointed out that the new cadre management system is a crucial initiative launched by the company’s Party Committee during this pivotal period of strategic transformation, aimed at laying a robust organizational foundation for realizing the “Double Hundred” electrochemical blueprint. He also put forward three key points of advice:

First, we must ground ourselves in the current historical context and deeply recognize the strategic necessity and pressing reality of upgrading the cadre management system. This is an inevitable requirement for responding to external changes and transforming national strategies into corporate momentum; it is an urgent need for breaking through industrial bottlenecks and enhancing the capability for coordinated operations across multiple business lines; and, above all, it is a fundamental measure for ensuring the enduring success of our enterprise, fostering a continuous stream of talented individuals, and sustaining organizational vitality.

Second, grasp the core of the system and understand how the new framework impacts... Deepening and systematizing the “Three Capabilities” mechanism. He emphasized that the new cadre management system aligns with the company’s long-term advocacy. The “three capabilities” mechanism—“cadres can rise and fall, employees can join and leave, and incomes can increase or decrease”—is a consistent and coherent approach. The new system focuses on “cultivating business leaders,” firmly assigning responsibility for talent development across all levels of the organization, and establishing a closed-loop process covering the entire lifecycle—from selection and cultivation to deployment and retention. This is designed to foster a healthy cycle of survival of the fittest, thereby ensuring the combat effectiveness and integrity of the cadre team.

Third, we must resolutely implement and put into practice the forging of a new era. The “Three Capabilities” Iron Army puts forward clear requirements. All cadres must clearly and unequivocally emphasize political awareness, becoming individuals who are loyal to the Party and responsible to the enterprise. They should proactively embrace change and take the lead in studying and implementing institutional guidelines. They should focus on value creation, becoming pragmatic doers who dare to shoulder responsibilities and excel at overcoming challenges. They should keep the bigger picture in mind, serving as stepping stones that willingly support others and nurture future talent. The company’s Party Committee will, with the utmost determination, ensure— “Those who are capable rise, the excellent are rewarded, the mediocre are demoted, and the inferior are eliminated” has become the norm.

The company is at a critical inflection point—on the cusp of technological breakthroughs, industrial upgrading, and a transition toward high-quality development. The Party Committee of the company firmly believes that if all cadres unite their will, strictly enforce discipline, and remain persistent, the company’s organizational foundation will become even stronger, and a team equipped with... The “Four-Point Thinking” approach—capable of creating “unique, high-value contributions” for both customers and the industry—and the cadre team that leads the company through economic cycles and secures victory in the future will surely grow stronger and more robust. Taking this conference as a new starting point, the company must embrace a brand-new team image and a renewed spirit of hard work, accelerating full-speed ahead on its journey toward “Double Hundred” electrification.