Guizhou Phosphate Chemical Group Builds a New Ecosystem for Young Talent Growth
Guizhou Phosphate Chemical Group has always prioritized talent development as a core strategic initiative. Centered on the strategic goal of building a “hundred-billion-yuan world-leading phosphate enterprise”, the Group actively serves national demands for food and energy security. Focusing on three major business tracks — modern chemical fertilizers, fine chemicals, and new energy materials — the Group continuously improves its youth talent training system and accelerates the transformation of talent advantages into core development strengths.
Talent is the primary resource for enterprise development and the core driving force for high-quality growth. Regarded as the foundation and source of corporate prosperity, talent underpins the Group’s Talent-driven Enterprise Strategy. The Group fosters a vibrant corporate culture that recognizes, values, respects and empowers talents, enabling employees of all specialties to give full play to their strengths and potentials amid corporate reform and development.
In response to industrial transformation, upgrading and high-quality development needs, the Group has refined its systematic talent training framework. Tailored to the growth characteristics of employees of different ages, specialties and career stages, it has built the comprehensive“Five Phosphorus Talent Programs” covering young employees, professional technical personnel, skilled workers and management talents. Through categorized training, targeted cultivation and dynamic management, the Group has established a scientific, industry-adaptive talent reserve system and a full-path career development channel.
In recent years, the Group has deepened integration between industry and education and strengthened university-enterprise collaboration to closely align talent training with industrial and innovation chains. Taking the lead in constructing the Guizhou Phosphorus Chemical Industry Employment and Training Alliance, the Group has jointly built modern industrial colleges, advanced skilled talent development centers and master skill studios with universities, forming a collaborative education model featuring “industry-university-research application”.
In 2025, the Group completed mutual recruitment of more than 60 part-time teachers from enterprises and universities, received over 500 students for internships and practical training, and supported 81 university teachers in on-site learning. Technical and production backbones of the Group delivered a total of approximately 800 class hours of professional training, bringing frontline practical experience into classroom teaching and realizing precise alignment between talent training and industrial demands.
Meanwhile, the Group continues to improve youth development mechanisms. It has launched a two-tier talent echelon training system consisting of the Youth Reserve Team and Elite Reserve Team, with a total of 559 talents included in the reserve database. Centering on post competency building, the Group compiled 246 professional operation manuals for various positions, and normalized on-the-job training, job rotation and performance-oriented learning assessments.
A series of platforms and activities including the Youth Innovation and Efficiency Competition, open-bidding technological research projects, youth innovation teams and the “High-value Development of Superior Mineral Resources” task force have become key carriers for young talent growth. A large number of young technical backbones take the lead in frontline production, scientific research and project construction, undertaking core responsibilities in technological breakthroughs, process optimization and cost reduction and efficiency improvement.
Focusing on key industrial directions such as new energy and new materials, the Group has established specialized incentive mechanisms to reward major R&D projects and significant technological breakthroughs, further stimulating youth innovation and creativity. Adhering to the philosophy that “everyone can be a talent and everyone can excel”, the Group has explored diversified management mechanisms including a seven-star employee evaluation system, performance-based adjustment and elimination, as well as tenure and contract-based management, establishing a clear talent orientation that values solid work, practical achievements and outstanding contributions.
From effective recruitment and high-standard cultivation to stable retention and excellent performance, the Group is building a full-cycle talent ecosystem for young employees. With the rapid development of the new energy industry and in-depth transformation and upgrading of the phosphorus chemical sector, the demand for high-quality young talents continues to grow.
Centering on the development goals of the 15th Five-Year Plan period, Guizhou Phosphate Chemical Group will further deepen institutional reform of talent development, optimize the full-process mechanism for talent recruitment, cultivation, retention and promotion, and accelerate the development of a digital, professional and modern human resource management system. The Group strives to enable more young talents to realize personal value while serving national strategies and driving industrial upgrading.
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