摘要
疫情之后,世界经济进入了K型发展时代,行业竞争越来越激烈,一个行业的利润很可能只集中在少数能应对变化、实现创新的企业中,往往头部的两三家企业活得风生水起,而后面的企业举步维艰。如果一个企业不能够成为领头羊,结果很有可能是被淘汰。面对这种新局面,秦山核电全体干部职工要深入思考如何实现从“跟跑”到“领跑”的跃升,成为世界核电运营管理的领跑者。
Since the pandemic of COVID-19, the world economy has entered the K-type development era, and industry competition is becoming increasingly fierce. The profits of an industry are likely to be concentrated in only a few enterprises that can cope with changes and achieve innovation. Usually, the top two or three enterprises are thriving, while others are struggling. If an enterprise is unable to become a leader in the industry, it may be eliminated as a result. Facing this new situation, all the cadres and staff of Qinshan NPP should think deeply about how to achieve the leap from a follower to a world leader in nuclear power operation and management.
作者
邹正宇
ZOU Zheng-yu(Nuclear Power Operation Management Co.Ltd.,CNNP,Haiyan Zhejiang Prov.314300,China)
出处
《中国核电》
2022年第4期453-455,461,共4页
China Nuclear Power
关键词
核电厂
深化改革
人员行为
设备可靠性
精细化管理
nuclear power plant
deepening the reform
personnel behavior
equipment reliability
refined management