Talent Strategy
Nantong Construction Engineering Group traces its origins to the Nantong Municipal General Corporation for Construction and Installation Projects, founded in 1952. It is not only one of the earliest construction firms established in Jiangsu Province and across the country, but also among the first large-scale construction enterprises to obtain Grade-I general contracting qualifications—and the corresponding authority to enter into foreign contracts—immediately following the introduction of the qualification management system in China. In 2006, the Ministry of Construction further approved its upgrade to the highest-level general contracting qualification for building construction, thereby propelling the company into the forefront of China’s construction industry. Since the turn of the new century, the new leadership team has decisively adjusted the company’s business strategy: on the one hand, by implementing cost-effective expansion, it has rapidly scaled up the enterprise, significantly enhancing its overall strength and competitive edge; on the other hand, through comprehensive deepening of reform and substantial workforce reduction coupled with efficiency gains, it successfully completed a full-scale restructuring in June 2004, thereby removing long-standing institutional barriers that had constrained the company’s development. From 2000 to 2005, the company’s construction output value recorded an annual growth rate of 50% for six consecutive years, historically surpassing the RMB 3 billion mark. While repeatedly being honored with titles such as “National Outstanding Construction Enterprise,” “Best Enterprise in Jiangsu Province’s Construction Industry,” and “Top 10 Enterprises in Jiangsu Province for Overseas Construction Contracts,” the company also, for the first time, ranked among the “Top 20 in Jiangsu Province’s Construction Industry in Overall Strength,” the “Top 60 Chinese Contractors,” and the “ENR Global Top 225 International Contractors.” In particular, the attainment of the national Special-Class Qualification has further strengthened the company, marking its entry onto a fast track of leapfrog development.
In order to pursue a new round of leapfrog development, the company, during the formulation of its 13th Five-Year Plan Outline and medium- to long-term development strategy, conducted extensive research and rigorous deliberation and clearly articulated the need to vigorously implement four major enterprise-strengthening strategies and comprehensively achieve four key development objectives during the 13th Five-Year Plan period. Foremost among these strategies is the vigorous implementation of a talent-development strategy to fully realize the goal of technological innovation.
At its core, corporate and market competition is ultimately a competition for talent: those who attract and retain top talent will deliver outstanding performance, while those who lose such talent will forfeit their competitive edge in the marketplace. Particularly since China’s accession to the WTO, international multinational corporations have flocked into the Chinese market, leveraging generous compensation packages and superior technological and managerial capabilities to lure and vie for talent, thereby exacerbating the already acute shortage of skilled professionals in China’s construction industry. Consequently, the ability to effectively implement a talent-development strategy and reconfigure an organization’s human-resource advantages has become the decisive factor determining whether enterprises can prevail in the new round of leapfrog development.
During the 13th Five-Year Plan period, our talent strategy will focus on establishing three key mechanisms. First, we will promptly formulate a comprehensive, long-term, and systematic master plan for corporate talent development that provides overarching guidance, gradually putting in place strategic mechanisms for the aggregation and allocation of human resources that are aligned with market economy principles and meet the needs of enterprise development. Second, we will firmly establish the concept that human resources are the enterprise’s most valuable asset and manage them as a form of capital; while attracting and integrating talent from diverse backgrounds, we will continuously innovate and refine the mechanisms for talent selection, training, and deployment. Third, we will regard ongoing employee training as the enterprise’s greatest benefit; as we adjust and optimize the human resource structure, we will enhance the overall competence of all employees and, through flexible policy measures, closely link corporate performance with individual contributions, thereby maximizing the potential of each employee and establishing a talent incentive, restraint, and evaluation system that prioritizes performance. The establishment of these three mechanisms will undoubtedly significantly strengthen the enterprise’s capacity for independent innovation and its momentum for sustainable development, effectively promote innovation in science and technology as well as in management, and continually elevate the level of construction technology and project management.
Nantong Construction Engineering Group Co., Ltd.
Address: 136 Duanjiaba Road,Nantong City,Jiangsu Prov
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