It's really puzzling and hard to accept. I wondered, what the hell is going on? Could it be that we have reached such a point in the shortage of qualified personnel in our country that we have to find a foreigner to fill the vacancy? Or is there any problem of interest and infiltration behind it?
To be honest, this makes me feel very uncomfortable. It's a bit awkward to think about how a Japanese person holds so many important positions in our country. Also, how did we pass the audit? Didn't anyone notice this problem? Also, I don't know how many Japanese people still hold important positions in other units, which makes people feel a little scary when they think about it.
1. The recent news is jaw-dropping: it is difficult to accept and understand that a Japanese man should serve as an independent director of the Chinese state-owned enterprise PetroChina and hold several important positions.
2. Many people are confused and worried about such a situation. As a country with abundant human resources, why does China hire foreigners to hold important positions in state-owned enterprises, and what are the hidden interests and motives behind this?
3. From a certain point of view, we can understand the intention of SOEs to bring in foreign talent. In the era of global competition, attracting outstanding international talents is beneficial to the development of state-owned enterprises and the process of internationalization.
4. The crux of the matter, however, is the compliance and transparency of the selection and appointment process. How to ensure that the selection of foreign talents will not affect national interests and security needs to be seriously considered and resolved.
5. In addition to concerns about damage to national interests, there are also concerns about possible conflicts of interest and loyalty issues for foreign talent in key positions. After all, important positions in state-owned enterprises are linked to national security and the lifeblood of the economy.
6. In addition, we should also reflect on whether there are problems with the domestic talent training and selection mechanism. Why do we have to rely on foreigners to fill important positions when there is an abundance of domestic talent?
7. In the long run, we should strengthen the cultivation and introduction of domestic talents, and establish a more perfect talent flow and selection mechanism to ensure the sustainability and stability of national development.
8. This incident should also attract the attention and vigilance of relevant departments. The senior management of state-owned enterprises should be more cautious and prudent, and should not neglect national security and interests because of temporary needs.
9. For the public, it is more important to pay attention to the procedures and transparency of SOEs, supervise the operation and management of SOEs, and ensure national interests and social stability.
10. The occurrence of this incident also reminds us that national security and interests cannot be relaxed at any time. We should remain vigilant, strengthen our awareness of national security, and safeguard the country's long-term interests and development.
11. At the same time, we should also recognize that international exchanges and cooperation are important driving forces for national development, but we should uphold principles and safeguard national interests and dignity in cooperation.
12. It is an honor and opportunity for foreign talents to come to work in China, but they should also respect China's laws and systems and make positive contributions to China's development.
13. Foreigners working at the top level of state-owned enterprises should show professional competence and loyalty, and make due contributions to the development of the country and the enterprise.
14. Through in-depth reflection and discussion on this incident, we can have a clearer understanding of the problems and challenges existing in the management of state-owned enterprises, and put forward more reasonable and effective suggestions for national development.
15. China's state-owned enterprises (SOEs) are an important pillar of the country's economy, and their management and operation are directly related to the country's development and stability. Therefore, we must maintain a high degree of vigilance and caution.
16. In the management and operation of SOEs, the principles of fairness, justice, transparency and efficiency should be adhered to, and the supervision and management of senior SOEs should be strengthened to ensure the healthy development of SOEs and the maximization of national interests.
17. Foreigners serving at the top level of state-owned enterprises should be selected and appointed in strict accordance with China's laws and regulations and relevant procedures to ensure that they meet the requirements of national interests and security.
18. At the same time, we should also strengthen the cultivation and introduction of talent teams in state-owned enterprises, improve the competitiveness and internationalization level of domestic talents, and provide strong talent support for the development and expansion of state-owned enterprises.
19. Through the analysis and reflection of the incident of foreigners serving in the top management of SOEs, we can better understand the problems and deficiencies in the management of SOEs, and provide useful reference and enlightenment for the reform and development of SOEs.
20. Finally, it is hoped that the management departments and relevant departments of SOEs will take this as a warning and strengthen the supervision and management of the senior management of SOEs, so as to ensure the healthy development of SOEs and the maximization of national interests.
21. However, we must not dismiss foreign talent as a threat or distrust. After all, internationalization is an inevitable trend, and attracting foreign talents to work in China is also an affirmation and recognition of China's development.
22. Foreign talents often have rich experience and advanced management concepts, and in some areas may even be more suitable than domestic talents. Therefore, when selecting foreign talents, we should insist on professional ability and performance as the evaluation criteria, rather than nationality status.
23. The incident also reminds us that the problem in the management of SOEs is not only the appointment of foreign talents, but also the rationality of the institutional mechanisms and governance structures within SOEs.
24. The senior management of SOEs should have a high sense of responsibility and mission, and think about the long-term development of the country and the enterprise, rather than simply pursuing personal or external interests.
25. At the same time, we should also recognise that the internationalization of SOEs takes time and process, and that the process of internationalization of SOEs should not be pursued in a hurry for quick results, but should be carried out steadily and with a focus on practical results.
26. In the management and operation of SOEs, we need to establish sound systems and mechanisms to strengthen the supervision and management of SOEs and ensure the healthy development of SOEs and the maximization of national interests.
27. With regard to the introduction and appointment of foreign talents, we should adhere to an open and inclusive attitude and welcome outstanding foreign talents to work in China, but at the same time, we should remain vigilant to ensure that national security and interests are not harmed.
28. In the selection of foreign talents, we should pay attention to professional competence and performance, ensure that the talents appointed meet the needs of the country and enterprises, and provide strong support for the development and expansion of state-owned enterprises.
29.State-owned enterprises (SOEs) are an important pillar of the national economy, and their management and operation are directly related to the country's development and stability. Therefore, we must maintain a high degree of vigilance and prudence and strengthen supervision and management of state-owned enterprises.
30. Through the reflection and summary of the incident of foreigners serving in senior management of SOEs, we can better understand the problems and challenges existing in the management of SOEs, and provide useful reference and enlightenment for the reform and development of SOEs.
31. At the same time, we should also strengthen the cultivation and introduction of talents within SOEs, improve the competitiveness and internationalization of domestic talents, and provide strong talent support for the development and expansion of SOEs.
32. The development of SOEs requires the support of an international vision and an international talent team, and we should actively attract foreign talents to work in China with a more open mind, so as to inject new vitality and impetus into the internationalization process of SOEs.
33. Finally, it is hoped that the management departments and relevant departments of SOEs will take this as a warning and strengthen the supervision and management of the senior management of SOEs, so as to ensure the healthy development of SOEs and the maximization of national interests.
34. Through joint efforts, we believe that the management level and international competitiveness of SOEs will continue to improve, and make greater contributions to the development of the country's economy and the enhancement of the country's image.
35. China is a country with a long history and splendid culture, and we have sufficient wisdom and ability to solve the problems and challenges existing in the management of state-owned enterprises and achieve the healthy development and long-term growth of state-owned enterprises.
36. On the road of management and development of state-owned enterprises, we need to adhere to the people-oriented development concept, pay attention to the growth and well-being of employees, and build a high-quality and professional talent team.
37. At the same time, we should also strengthen the reform and improvement of the internal systems and mechanisms of SOEs, and promote the development of SOE management in a more scientific, standardized and transparent direction.
38. SOEs are an important pillar of the national economy and an important window of the country's image, and we should fully recognize the importance and responsibility of SOEs and work together for the development and growth of SOEs.
39. It is hoped that through joint efforts, we will be able to achieve the healthy development and long-term growth of SOEs and make greater contributions to the country's economic development and social progress.
40. Finally, let us join hands and work hard for the development and prosperity of state-owned enterprises, so that state-owned enterprises can become the backbone of the national economy and the pride of national industry!