To govern and revitalize enterprises, it is difficult to achieve success without a strong leadership team and a high-quality cadre force. President Xi Jinping pointed out that leaders of state-owned enterprises are the backbone of the Party's governance in the economic field, an important source of versatile talents in state governance, and bear the significant responsibility of managing state assets and ensuring their preservation and appreciation. Building and effectively utilizing this team is crucial for strengthening, optimizing, and expanding state-owned enterprises. The Third Plenary Session of the 20th CPC Central Committee has made arrangements for deepening the reform of the cadre and personnel system, emphasizing the establishment of a correct orientation in selecting and appointing personnel. The organizational departments should focus on their primary responsibility of selecting cadres and forming leadership teams, accurately and scientifically selecting and appointing personnel, and coordinating the selection, cultivation, management, and utilization of cadres to build a high-quality and professional cadre force for the revitalization and development of state-owned enterprises.

The photo shows a "post-90s" senior supervisor (left) and a colleague inspecting the quality of carbon fiber precursor production at the carbon fiber precursor production workshop of Jilin Chemical Fiber Group on a certain date. Xinhua News Agency reporter Zhang Nan/photo.

Select the best and equip the enterprise leadership team

Create a cadre echelon of green and blue successively

Reform and development of state-owned enterprises require not only a team of loyal, clean, and responsible corporate leaders but also a high-quality, professional, and outstanding young cadre team to ensure the continuous progress and succession of talent. Strengthen top-level design, establish a long-term plan for the construction of the cadre team within the Party committees (leading groups) of state-owned enterprises, adhere to strategic reserves, forward-looking cultivation, and regular allocation, ensuring the continuous development of the enterprise. Enhance the construction of the source, carry out high-level management trainee recruitment in state-owned enterprises, promote the practice and training of selected civil servants in state-owned enterprises, and establish a reserve database for outstanding young cadres in a classified and layered manner. Strengthen selection and use, clarify the rigid allocation requirements for young cadres, break through implicit barriers and usage barriers, boldly promote, and use them at the right time, expanding and strengthening the "reservoir" of outstanding young cadres. Through the optimization of storage, cultivation, and selection of young cadres, and the comprehensive, whole-process, and whole-chain cultivation, a group of outstanding successors will be prepared for the operation and development of state-owned enterprises.

Establish a diversified education and training mechanism

To grow into a good cadre, both personal effort and organizational cultivation are essential. In state-owned enterprises, it is necessary to establish and improve a long-term mechanism that fosters soul through learning, enhances wisdom through learning, rectifies conduct through learning, and promotes work through learning. This will enable the enterprise cadre team to withstand storms, endure tests, adapt to the trends of the times, and meet the needs of career development. Strengthen ideological refinement, guiding enterprise cadres to study Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, to firm up their faith and convictions, to build loyalty to the Party, and to include theoretical learning and educational training as important components of annual assessments. Enhance political training, integrating political education throughout the entire cycle of cadre growth and the entire process of educational training, and conducting special training to improve the political capabilities of enterprise leaders, particularly focusing on the "key few" to ensure that the "leaders" do not lose their way and the "steerers" do not deviate. Strengthen practical training, exploring mechanisms for cross-domain, cross-enterprise, and cross-level exchanges of outstanding young cadres, providing platforms for young enterprise cadres to strengthen their skills and gain experience. Enhance professional training, organizing classified and graded special training sessions, sending cadres to visit top domestic enterprises, study at leading industry enterprises, and learn from other high-quality enterprises, comprehensively improving their abilities to manage and develop enterprises.