The released measures made many researchers feel uneasy, especially those whose names were listed. Every single one of them wished they could have their names removed from the announcement, but it was impossible because the announcements were sealed in glass cases, with several security guards on duty around them.
Furthermore, all announcements could be checked on the internal network. Deleting them here would be meaningless.
However, everyone quickly extinguished their irrational thoughts because the method for removal was directly provided behind the announcements.
This method of removal was also very simple, summarized in one sentence: wait for time to mend it. According to the announcement, all projects and personnel who were criticized by name.
For projects with minor issues, all data and public announcements would be revoked after one year, and the relevant data would be permanently deleted.
For those with moderate issues, all data and public announcements would be revoked after three years, and the relevant data would be permanently deleted.
For the most severe cases, as long as they did not involve illegal activities or being taken away by the public security organs, they would have to wait for five years.
During this waiting period, as long as all relevant personnel in the project did not commit any further subjective errors, worked diligently, and had no other serious problems, they could be cleared. It was hoped that the personnel involved in the projects would supervise and urge each other not to make similar mistakes.
The content of this announcement was actually very interesting. Firstly, the most important part of this text was to appease people's minds. It told everyone that although you were on the blacklist, this list could be removed, and all data would be completely deleted, leaving no trace.
And the way to achieve all this was very simple: just continue to work honestly and not make the same significant mistakes again. Minor issues like being late for work or making mistakes in experiments were not considered significant errors.
This made things very simple: just work honestly. This was undoubtedly a great comfort to the staff of the research center.
Some people might question the usefulness of such a method.
If you put people on a blacklist but later announce a way to completely remove them, isn't that an unnecessary step, like taking off your pants to fart?
Of course not. Because without this blacklist, the incident would not have had a deterrent effect, nor would it have been possible to bring those who were getting too arrogant down to earth.
However, Huang He couldn't actually drive all these people away. After all, the most outstanding scientists in China's optoelectronics field were all here. If Huang He really drove them all away, then Jiangnan Optoelectronics Research Institute would have truly been doing all the work for others.
So, in the end, he had to use this method to appease them, telling everyone that as long as they focused on their work, everything would return to its original state.
Moreover, it was worth mentioning that the entire announcement did not contain any text about reducing salaries or benefits. Therefore, even though such serious results were revealed in this investigation, the benefits for the entire optoelectronics research institute remained unchanged.
Such a statement also revealed the internal conflict of Jiangnan Group. Ultimately, Boss Huang used this method to let all researchers understand that they were still employees of Jiangnan Group, and in Jiangnan Group, Huang He was the boss, and there was no one else.
Following these measures targeting personnel, the announcement then presented the specific measures for the reform of the research center.
A total of three rectification measures were listed in the announcement, and the first measure was the project application review system.
Previously, the project application review system at Jiangnan Optoelectronics Research Institute was in a state of rough development. Because the entire optoelectronics research institute was founded by Ni Guangnan, and the training and invitation of researchers were almost entirely handled by Ni Guangnan. Coupled with Huang He's absolute trust in Ni Guangnan, the power of the entire project application review system was almost entirely concentrated in Ni Guangnan's hands.
Except for the research projects decided by the group and handed over to Ni Guangnan by the group for arrangement, almost all other projects were applied for by personnel under the group and then reviewed and funded by Ni Guangnan.
Therefore, according to the regulations of the institute, projects must be related to the research directions currently being carried out by the institute.
The so-called research direction was a major route designed by Jiangnan Group, that is, by Boss Huang himself.
For example, Jiangnan Optoelectronics currently had three research directions: the development route for new chips and electronic devices, the development route for personal mobile terminals, and the development route for sustainable innovative energy.
According to the requirements, all research projects proposed by researchers must be related to these three main directions, and their research results can be directly applied to the research directions.
For instance, if you propose to test a new material that could improve battery efficiency, this would be a project related to the third research direction, sustainable innovative energy, and could be approved.
However, if you wanted to use a high-energy particle collider to find high-energy particles, that would have no relation to these three directions, and in principle, it would absolutely not be approved.
Such approval authority was originally concentrated in Ni Guangnan's hands. If he considered a project to be related to one of the three directions, he could directly approve it and allocate funds for research.
Because Boss Huang trusted Ni Guangnan, and the entire optoelectronics research institute continuously produced results, and the development progress of personal terminals was also very fast, Boss Huang had never interfered excessively or even conducted an investigation until the current outbreak, which led to the current chaotic situation.
Who would have thought that among the more than 1,500 projects approved by Ni Guangnan, more than 2/5 of them were unrelated to the three directions?
Of course, Huang He could also roughly understand Ni Guangnan's thoughts. First, some projects indeed appeared ambiguous and seemed to be related to the directions. Ni Guangnan's preference for research and dislike of trouble made him think that refusing would be very troublesome, so he simply approved them.
As for the remaining completely unrelated projects, they were mostly because the project leaders approached Ni Guangnan to chat, talking about how important their projects were for the future technological development of the country, and how being controlled by foreigners would lead to a bottleneck. This was precisely Ni Guangnan's weak point. He always hoped that the country's scientific and technological development would leap forward. Therefore, even if he knew that this project was unrelated to the three major directions, Ni Guangnan thought that it wouldn't matter to spend a little money, and thus he approved it.
As a result, this situation became more and more common, and eventually, Ni Guangnan became accustomed to it. As long as a project had research significance, he would hardly stop it and would default to approval.
Of course, it can be confirmed that all projects reviewed and approved by Ni Guangnan were indeed conducive to technological progress, and no frivolous or meaningless projects, such as research on whether there was a necessary connection between short stature and baldness, were ever approved.
However, Ni Guangnan also did not expect that some of these projects were actually malicious and used company resources to fund others, ultimately leading to the incarceration of the project leaders.
Overall, Ni Guangnan may have been a good person, but he was definitely not a qualified responsible person, nor was he suitable for holding project approval authority.
In fact, after this incident, Boss Huang no longer believed that placing such authority in the hands of one person was appropriate. Because regardless of how noble a person's character was, they still had their own preferences and inclinations, and would naturally act according to their preferences, inclinations, and personality traits.
Moreover, it was very easy to deceive one person by packaging projects to be very close to the three directions. And when one person reviewed all the projects, it was inevitable that there would be a lack of energy, making it impossible to strictly review all projects.
Therefore, this reform was brewing, and the approval system changed from single-person approval to group approval.
This system actually referenced the Western jury system. According to the announcement, all project sources were still divided into two types. One was projects issued by the group level, which were the highest-level projects. The research center would allocate research personnel to be responsible according to the actual situation.
And the research personnel must unconditionally prioritize the fulfillment of research tasks assigned by the group, and there must be no delay or perfunctory.
As for the second type of projects initiated by researchers themselves, they would first undergo project public announcement. The project would be made public on the internal network website. All personnel with internal network access could browse the project. If they believed the project was unrelated to the three directions, they could report the project by name.
When the number of reporters reached a certain standard, the project would automatically enter the enhanced review process and be directly submitted to the group headquarters for review and confirmation by the Jiangnan Group headquarters.
If the project passed the public announcement, it would be submitted to the director of the research institute for individual review. If the individual review was not passed, the project would either be directly abandoned, or the submitter could directly send the project to the group headquarters, where the group headquarters would be responsible for the review.
However, the consequences of this would be more severe. If the headquarters approved it, the director of the research institute would be investigated. If the headquarters did not approve it, the project initiator would be investigated and would inevitably receive certain disciplinary action.
Finally, after passing the public announcement and the director's review, it would enter the jury review stage. The automatic program of the research center would randomly select 20 staff members of the research center.
These 20 staff members would avoid those related to the project and be randomly selected from the remaining researchers. Even those who had just joined the research center for one day would have the same chance of being selected into the jury.
Then, the project proposer would have an review meeting with the 20 jury members, where they would elaborate on the purpose, cost, and relevance to the three directions of their project. Finally, the 20 jury members would vote. If more than 60% of the jury members voted in favor, the project would be approved and reported to the headquarters for final approval.