The spring of the year is the first, and everything is done first. At the end of March, Anqin Group's deepening of the reform of the "three-energy mechanism" was fully launched, focusing on what to do, how to do it, and how to do it well, to comprehensively promote the high-quality development of state-owned enterprises. Since the start of the work, the new competition mechanism has attracted talented people from all over the group to gear up and be eager to try. As of the 17th, the number of applicants is still rising, and everyone is holding back their energy, hoping to make excellent results in their new positions.
This year is the year of the comprehensive revitalization of the new breakthrough three-year action, the key year for the implementation of the deepening and upgrading of the reform of state-owned enterprises, Anqin Group has been in the forefront of the city's state-owned enterprises in the "three systems" reform results. On March 27, according to the work deployment and requirements of the provincial and municipal SASAC for the construction of the "three-energy mechanism", Anqin Group took the lead in launching the first shot of the "three-energy mechanism" campaign in the city.
This shot sounded the horn of the charge, clarified the target positioning, aroused the whole group up and down the ambition and pride of not admitting defeat, fighting together, and working together. The group has made breakthroughs from the three perspectives of comprehensiveness, deepening and innovation, completely changed the practical problems of state-owned enterprises such as weak market-oriented awareness, insufficient momentum to compete for advanced positions, and no competition and retirement mechanism for management personnel, and integrated the competition mechanism into the whole process of production and operation of state-owned enterprises, so as to enhance endogenous power and enhance development vitality.
Dare to touch the hard, uphold the blade inward, real change, real change, and resolutely break the "iron chair", "iron rice bowl" and "big pot rice". Since the start of the work, Anqin Group has comprehensively sorted out 169 positions of all middle-level cadres of the group organs and subsidiaries at all levels, and the group organs have been streamlined from the original 13 functional centers to 8, and the streamlined positions are 110, with a reduction rate of 35%, and a large number of management establishments have been reduced to achieve a competitive employment rate of 100%. At the same time, in order to enhance competition, on the basis of all employees standing up, the positions of the group's headquarters and subsidiaries can be cross-competitive, and the competition is open to the whole group of on-the-job personnel. In order to consider that some employees have the experience of working across lines, the competition also provides each competitor with 2 business lines and 4 competitive positions according to the content of the line, which provides more opportunities for employees to display on the basis of enhancing competition.
The first round of competition is to fully embody the principle of "more work, more work, better work, no work", under the premise of clarifying the job rank and job responsibilities, the salary is determined by the post, and the salary is changed and a normalized mechanism is formed. At the same time, the departments of subsidiaries at all levels have changed from emphasizing management to emphasizing business and operation, and the deputy general manager in charge assumes the responsibilities of the minister, who is directly responsible for economic management behavior and economic indicators, and fully links the work with the economy.
In order to deepen and implement the "three-energy mechanism", Anqin Group has carried out reform and innovation for many times in the competition, first of all, to establish and improve the post-based, performance-oriented income distribution mechanism to ensure that employees share the fruits of enterprise development; Thirdly, in order to improve the competition system, on the basis of fully protecting the rights of incumbents, the Group provides corresponding competition opportunities for dispatched personnel and enhances the crisis awareness of the staff; finally, on the basis of combining the first round of competition, the Group formulates the second stage of the competition for the mixed-ownership reform companies according to the characteristics of the Group's subordinate mixed reform companies, and completes the reform of the "three-energy mechanism" of all its subsidiaries with high quality and efficiency.
The wind and waves are strong, and the heart of the sun is stronger. High-quality development is the fundamental way out for Anshan's comprehensive revitalization, and it is also the primary task to write a chapter of Chinese-style modernization in Liaoning. Under the strong leadership of the Municipal State-owned Assets Supervision and Administration Commission, Anqin Group will continue to innovate the reform mechanism, earnestly fulfill the responsibilities of state-owned enterprises, make every effort to achieve the long-term goal of deepening the reform of state-owned enterprises, and boost the ship of Anshan's comprehensive revitalization to break the waves and move forward steadily.
All-media reporter Zhao Zihan