The implementation of the talent-oriented enterprise strategy is a strategic requirement for our company's sustainable and healthy development, as well as the internal driving force for the company's technological innovation and leapfrog development. It not only concerns the process of the company's scientific research and production, business development, and reform, the prosperity of the company, but also relates to the implementation of national major engineering projects, with crucial strategic significance. The company's talent work adheres to the principle of "serving development, prioritizing talents, using talents as the foundation, innovating mechanisms, guiding by high-end talents, and developing talent holistically". It further emancipates the mind, reforms and innovates, follows the laws of the market economy and the growth of aerospace talents, adopts a differentiated management approach to classify and stratify the talent pool, focuses on the key links of talent selection, utilization, cultivation, and retention. With the fundamental goal of serving the company's scientific development, the focus is on cultivating high-level and innovative talents, innovating human resource development and management models, optimizing the talent team structure, improving the quality of the talent team, and stimulating the vitality of the talent team. This provides strong organizational, talent, and intellectual support for further enhancing the company's core competitiveness and sustainable development capabilities, and better promoting the company's scientific development.

First, we should fully utilize domestic talent resources, attract, gather, and cultivate various outstanding talents, establish and improve new mechanisms that are open, competitive, merit-based, and standardized for talent selection, utilization, cultivation, evaluation, and incentives. We should vigorously promote the market-oriented, professional, and specialized development of talents, striving to build a talent team with an appropriate scale, complementary professional skills, optimized structure, and excellent quality. The competitive advantage of talents among on-the-job employees should be further enhanced, the competitiveness of the team continuously improved, and the efficiency of talent investment significantly increased.