Guided by strategic needs, the Group establishes a dual channel of "sending out" with "sponsored study + cross-industry benchmarking", selecting core talents to pursue advanced studies at universities while benchmarking against leading enterprises to cultivate compound strategic talents; By "bringing in" resources, a training program for fresh graduates from universities - the "Voyage Program" - was established. This Program attracted a large number of outstanding graduates from various universities, providing a strong guarantee for the cultivation of a young cadre team. By "strengthening internal capabilities", the Group has built a Reserve Cadre Training Camp to hone management skills and business breakthrough capabilities; Through "building platforms", the Group has introduced the Haitian Lecture Hall to create a growth path from professional advancement to managerial excellence. These four dimensions together form a closed-loop talent development system of "expanding external horizons, strengthening internal competencies, building talent pipelines, and empowering all employees", achieving full alignment between talent development and organizational strategy.

In addition, the Group has established fluid talent mobility channels between headquarters and subsidiaries. This includes selecting outstanding grassroots employees for rotations at headquarters and assigning headquarters staff to key management roles in subsidiaries, creating a stable yet dynamic talent matrix.

For newly recruited outstanding talents, the Group applies the 70-20-10 development model (70% hands-on experience, 20% mentoring and feedback, 10% formal training) to strengthen real-world capabilities. Frontline water plants and core departments serve as training bases and proving grounds; Tailored to the characteristics of the younger generation, the Group has innovated a "dual-mentor" mechanism, offering rotation channels in "3+2" or "3+1" formats. With high challenges and strong practical tasks, new graduates are quickly developed into mid-to-senior managers who excel in business, leadership, and change management; At the same time, a knowledge feedback mechanism has been established: implementing the "HAITIAN GROUP Internal Trainer Incentive Program", constructing a course development point system, teaching incentive system, and teaching effectiveness evaluation system, building an internal trainer team, realizing internal resource integration, creating a learning-oriented organization, and helping achieve sustainable talent development of the enterprise.

Stepping into a new journey, HAITIAN GROUP will continue to enhance its talent development system, expand career paths, and attract and nurture more outstanding talents with greater openness and inclusiveness. Driven by this talent strategy, HAITIAN GROUP is confident in riding the wave of high-quality development, where every member of the Group shines like a drop of water reflecting dazzling brilliance.