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After going through "deep water area" and chewing down "hard bone" Xisan aluminum "double hundred reform", we enter the development express lane

Update time:2021-06-07 15:43:08Number of clicks:0次
For more than half a century, Southwest Aluminum (Group) Co., Ltd. (hereinafter referred to as "Sina aluminum") has played a mainstay role in meeting the "national needs".

West Aluminum - West Aluminum Industry Telecom: For more than half a century, Southwest Aluminum (Group) Co., Ltd. (hereinafter referred to as "Sina aluminum") has played a mainstay role in meeting the "national needs". However, the outstanding problems left over by history, aging of the team and the large number of redundant staff have hindered the development of enterprises everywhere. Since the start of the "double hundred reform" in 2018, Sina aluminum has solved the shackles affecting the development of the enterprise by taking the courage of self revolution, removing stubborn diseases from the blade inward, and stimulating the internal driving force and vitality of the enterprise, increasing profits by 50million yuan per year, and effectively improving the operation efficiency and quality.


——Optimize the ownership structure first. In the 1980s and 1990s, due to the state implementation of capital investment "loan allocation", the large-scale reconstruction and expansion of sina aluminum had a heavy debt burden. In 2000, sinal implemented the "debt to share", which solved the problem of excessive debt, but unreasonable equity structure made it difficult to make decisions on major investment and transformation and upgrading of enterprises. For this reason, Chinalco Group invested 1.3 billion yuan to realize the exit of other shareholders' equity, such as Huarong through the way of "capital reduction repurchase + synchronous capital increase", and became a wholly-owned subsidiary of Chinalco group, which paved the way for the high-end manufacturing of China Aluminum Group. The assets of sina aluminum are injected into high-end manufacturing of medium aluminum, and the board and strip company as the main body have completed the absorption and consolidation of cold rolling company, reshaped the management structure and business process, and improved the operation and control efficiency.


——Completely divest the social function“ The transfer of "three supply and one industry" was successfully completed, and the problem of low-cost water, electricity and gas use of "agricultural to non-agricultural" was completely solved, and the annual expenditure was reduced by more than 14 million yuan. The restructuring and reorganization of the staff hospital of sina Aluminum Co., Ltd. chose Chinese medicine medical as a partner, and obtained an investment of 14.99 million yuan, which realized the joint and professional development of strong and strong. The functions of preschool education are transferred to local state-owned professional education institutions, and more than 2 million yuan of financial investment have been obtained, and the teaching quality is further improved. Through the way of "land policy and stock business giving no less than 5 years of support, new business enjoys the treatment of internal enterprises of China Aluminum Group", the problems left behind in the reform history of large collective of factory and management for many years have been solved thoroughly. Actively strive for the support of local governments at the municipal and district levels, reduce the fees by 4.3 million yuan, and solve the problem of some houses not handling the real estate certificate due to historical reasons; The problem of free use of water for enterprise life and irrigation by 1700 villagers has been solved completely, with the annual loss reduced by about 4 million yuan. At the same time, Sina aluminum has also reformed supplementary medical insurance, strengthened precise assistance, and handed over the social management function of retirees to the government.


——We should improve the incentive and restraint mechanism. First, the mechanism of "cadres can be up and down" is basically formed, and the age structure is constantly optimized. In the past three years, 29 leaders have been dismissed or transferred to non leadership positions and 15 non leading positions have been dismissed by the implementation of professional manager system, market-oriented selection and final elimination of leading cadres. The age structure of cadres has been optimized continuously, and the youth, knowledge and specialization have been further realized. Second, we should build the incentive system of "two three three" and improve the incentive and restraint mechanism. To make "two contracts" reality, namely, to implement labor contract and performance contract. The whole staff performance management system is built by setting up the post under labor contract and salary in performance contract, and the individual evaluation is made. Adhere to the "three inclinations", that is, the salary distribution is inclined to technical personnel, skilled personnel and marketing personnel. Smooth "three channels", namely, three channels of management, technology and skills. The implementation of these measures fully reflects that "there are differences between doing more and less, doing well and doing well and doing bad differently", effectively stimulating the enthusiasm and enthusiasm of the staff officers in all posts to start businesses, and constantly enhancing the internal motivation and vitality of the enterprise. Third, the implementation of the reform of the functions of the organs, and the opening of the three system reforms. The company has taken the goal of clear function, clear responsibility, equal responsibility and power, matching of people and posts and stimulating vitality, and took the lead in implementing the function reform and competing for post. In the past three years, the secondary institutions of sina aluminum company have reduced 38%, management personnel by 26%, and the total number of employees on duty has decreased by 15.2%, which further improves the utilization efficiency of human resources.


——We will continue to improve the operating mechanism. First, steadily promote the separation of the main and secondary. The business and personnel of hotels, retired management center, training center and fire protection center are transferred to the people's livelihood company, and 332 auxiliary staff are stripped. The labor relations, wage relations, social security relations and "four unification" of the employing units of four subsidiaries, such as mechanical and electrical company and decoration company, and the employees of Minsheng company have been completed, which paves the way for the implementation of market-oriented reform. Second, explore the reform of the professional manager system of subsidiary companies. The pilot of the reform of professional manager system is carried out for precision processing companies, mechanical and electrical companies and decoration companies. The management institutions and personnel of the three companies have been reduced, the entrepreneurial vitality of cadres and staff officers is obvious, and many new profit growth point projects are rapidly promoted. Third, the management system of the management and contractual management are implemented for the high-precision board and belt business department. The reduction of institutions was 71%, the management reduced by 37%, which ensured the goal of no loss in 2021, and renewed the spirit of cadres and staff to work hard and dare to fight hard. Fourth, we will promote the contractual reform of production plants and professional units. Taking the melting casting plant as the pilot unit, the contract management system is constructed from four dimensions: cadre appointment, authorization and decentralization, incentive mechanism and index setting, clarifying responsibilities, rights and benefits, solidifying the goal of reducing the cost for three years, and forming the internal driving force for promoting reform and development. Fifth, comprehensively promote the reform of auxiliary industry sector. In Minsheng company, the term of office system and contractual management reform of the management were implemented, and the three-year operation objectives were defined, and the economic benefits and market competitiveness of the enterprise were comprehensively improved.


In the past three years, sial has faced its own problems and has implemented a series of effective reforms, basically removing the historical burden and ushering in the best time to take the light on the front and accelerate development. From January to April this year, sinal has made rapid reports on production and operation on the basis of the first quarter opening: in April, the sales volume reached 50000 tons, and the innovation was high, among which, the year on month growth of class a products was 7.5%. Since this year, Sina aluminum has also made various improvements in the key indicators such as net asset return, capacity utilization rate and operating income growth rate, based on the overall requirements of "all factor benchmarking and value creation", and through the steady progress of series of benchmarking improvement measures.


(Chongqing Xialu Xinda Aluminum Industry Co., Ltd. Publicity Department collates contributions)


Source: Network

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