The company adheres to the talent concept of "the capable, the equal, and the mediocrity, and horse racing is not a match for horses". For employees with both ability and political integrity, the company must create a working and living environment suitable for their survival and development as much as possible, so that they can stay in the company and work well; German employees, the company wants them to leave. The company not only needs employees who work step by step every day, but also needs pioneers who are quick-thinking and innovative.

1. Recruitment and employment: through the reorganization of the organizational structure, each department will determine the posts, staff, and staff; compare the company's existing personnel with the job position setting table, and compare the existing personnel (especially management cadres and technical personnel) with the content of the job description. In principle, it is mainly through internal selection and appointment to make job adjustments for unsuitable personnel, reduce layoffs as little as possible, tap the potential of old employees who are not suitable for the current position, and arrange to continue to work for the company in a suitable position. In order to ensure the company's talent needs to become stronger and bigger;

2. Training and development: According to the training needs of various departments, the annual training plan is prepared, training and assessment are carried out on schedule according to the training plan, and the new employee master-apprentice model is adopted to continuously improve the quality and job skills of employees; the company provides learning and training for The opportunity is the company's greatest benefit to its employees. The company has always emphasized the establishment of a learning organization, and the learning culture is a hidden income for employees. The company is willing to invest more training funds to continuously update the knowledge of employees, and always maintain a strong competitiveness of the times. The world has entered the era of learning-oriented organizations, and enterprises that truly create learning-oriented organizations are the most dynamic enterprises. The company develops its own strategy to advance into the future through self-criticism, feedback and communication. Establish extensive contacts and trust through e-mail and enterprise groups. The company strongly advocates maintaining close contact with each other, strengthening interactive learning, and realizing resource sharing; by establishing a development strategy that affects the company's culture through the establishment of a sharing system, it promotes changes in the company's organization and maintains sufficient 's vitality. Establish a learning organization, so that the company as a whole is more closely integrated, and it is more efficient to march into the future.

3. Salary and benefits: Through the job description, clearly define the grade and rank of each position, establish a salary structure and welfare system, and clarify the relationship between positions, rights and interests. The implementation will be completed in March 2020.

4. Performance evaluation: establish an incentive mechanism, decompose the company's annual management goals into departments, teams and individuals, link the achievement of the goals of each post and department with performance bonuses, improve the work responsibility and enthusiasm of all employees, and improve the core team. The use of on-the-job dividends or excess dividends is used for equity incentives to give full play to the strength of the team; management is only a position, so it should not be a kind of reward. Everyone in an enterprise is equal, power does not come from status, but ability, and personal influence comes from personal ability, not status. To this end, we have designed three tracks for the development of employees' careers. Employees can choose three lines of management, business and technology to achieve their career development according to their own expertise. In Longteng, you are not an official to be a successful person. Business and technical backbones can be treated the same as the president, which is also the most important incentive mechanism for retaining talents. Career, treatment and affection are the three magic weapons for Longteng to attract and retain talents. The three runways enable employees to grow together with the enterprise. Enterprises always say that they should pay attention to talents. Where is it reflected? "Employees are the most important resource of an enterprise." Enterprises are almost unanimous about this, but most employees disagree. Our principle is to allow employees to fully share the success of the enterprise in the process of enterprise development. This is also reflected in the distribution principle we have formulated. After the profit of the enterprise, the first consideration will be given to the fair distribution of benefits for all personnel.