The characteristics of high-risk industries in the petrochemical industry, the brain drain is often a headache for companies. How to prevent the loss of personnel and ensure the stability of employees, especially the young workers, has become a top priority for the development of the company. However, in an interview with some chemical companies in Tianjin recently, the reporter found that the turnover rate of young employees in these enterprises was extremely low. Why is that? Most employees also believe that the companies they work for have a promising future. With the development of petrochemicals in Tianjin Binhai New Area, they can better reflect their own values.

"Our company has high technological content, stable production and operation, good product sales, steady improvement in the economic benefits of enterprises, and stable income growth for employees. Every year, about 30 college graduates are enrolled, and the universities that come to be employed are enthusiastic about their life. “The director of the office of Tianjin Kemai Chemical Co., Ltd. said that he was very proud of this. “Especially we have carried out technical R&D cooperation with Tianjin University and established a science and technology R&D center. Now young people with postgraduate and doctoral qualifications are attracted to the company.” It's coming."

Kemai Chemical is a large-scale backbone enterprise of rubber chemicals. It annually produces 50,000 tons of rubber antioxidants and 30,000 tons of rubber accelerators. The products are exported to more than 30 countries and regions in the world. When it comes to the secrets of retaining talented people, White Director came one by one. He introduced that companies not only give generous benefits to newly recruited university graduates, but also provide exhibition platforms based on their expertise and expertise. First of all, according to state regulations, the “five risks and one gold” was implemented in terms of welfare benefits, and a vacation system was established, so the company’s young workforce is relatively stable.

Although Tianjin Lugang Petrochemical SBR Co., Ltd. is a private enterprise, young people love them. “We are a rubber company and the young operators who produce jobs are all from professional universities. The majors they learn are professional counterparts, and the income is relatively good. The degree of automation of the installation is high and the production environment is good. Therefore, since the start of the operation of the production plant, No young employee left the company,” Zhou Jialong, deputy general manager of Lugang Petroleum, told reporters.

According to him, the company's production of raw materials from the downstream products of petroleum refining companies, the factory near Tianjin million tons of ethylene, 10 million tons of oil refining, production of raw materials sufficient. The good development environment and momentum of the company make the young staff team very stable.

Restructuring often leads to a large-scale loss of talents in enterprises. How to maintain personnel stability in the process of changing production and restructuring is a problem that enterprises face. Tianjin Guanjie Petrochemical Engineering Co., Ltd. delivered a satisfactory answer in this regard.

“Originally we were a state-owned large-scale engineering equipment manufacturing factory. After restructuring, we became a joint-stock private-owned petrochemical equipment manufacturing company. In order to maintain personnel stability, we let employees invest in shares, and most of the employees stayed in the company.” said Zhang Swen, chief engineer of Guanjie Petrochemical. Told reporters. “After the restructuring, we have achieved self-survival, self-development, self-financing, and the production situation has improved. Employees can earn dividends every year after the shares are acquired. In less than two years, employees have all repaid the principal of the shares.” The situation is stable, and the employees’ income has been steadily increasing. In the past few years after the restructuring, the workforce has remained stable.

Because petrochemical construction companies are characterized by long-term dispersion and strong liquidity, plus construction conditions and construction environments are different from those of general enterprises, the loss of talents is relatively large. However, the property company of the Fourth Construction Company of Sinopec Corp. retained its talents with feelings and treatment.

“We will transform the existing staff quarters as a young employee's wedding turnover room. At present, the first batch of more than 30 sets of turnover rooms have been completed and 37 young employees have been accommodated.” The party organization of the property company of Sinopec Fourth Construction Company is responsible for Feng Jihua said.

He told reporters that in recent years, many of their university graduates have entered the factory every year. The primary issue faced by these new employees is the purchase of housing for marriage. For university graduates who have just entered the workforce, it will be difficult to solve the problem by purchasing wages for one and a half hours. Since there is no housing, some people cannot work at the company with confidence, and even some people start to “quit”. In response to this practical difficulty, in December 2011, the company launched the construction of college graduates' wedding turnover house. At present, 119 housing units have reached living conditions. The three renovated houses have solved the practical difficulties of university graduates without housing, and have also created favorable conditions for companies to stabilize their talents.

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