Make good use of the "booster" to stimulate new momentum -- a documentary on Southwest Aluminum's comprehensively deepening reform

West Aluminum - West Aluminum Industry Telecom: Optimization of ownership structure, stripping of social functions, continuous improvement of market-oriented operation mechanism, further improvement of incentive mechanism and resolution of historical problems... Since being selected as the "double hundred action" enterprise of state-owned enterprise reform of SASAC of the State Council in 2018, Southwest Aluminum has made rapid progress all the way and continuously promoted the reform in depth.

Since March this year, the monthly production and sales volume of SWA has remained above 50000 tons. In September, the production reached a new record, an increase of 2% over the previous peak and a year-on-year increase of 14%; From January to September, the output increased by 32% year-on-year... The reform has become the "booster" for Southwest Aluminum to accelerate its start.

New era, new journey, new mission. On the road of comprehensively deepening reform, Southwest Aluminum has gone through trials and hardships all the way, cutting through thorns and thorns all the way, and written a new answer to reform and development with hard work and struggle.

Take people as yourself and do your best

Since the launch of the "double hundred action", Southwest Aluminum has made up its mind to break a series of "stubborn diseases" such as whether cadres can go up or down, whether employees can go in or out, how much they do is one thing less, and how well they do is one thing bad. The work enthusiasm of cadres and employees has been stimulated to the greatest extent, and the reform vitality has been gradually demonstrated.

Taking the construction of the "two three three three" incentive system as an important starting point for improving the incentive and restraint mechanism, Southwest Aluminum has formulated and implemented systems such as employee performance management measures, set posts and salaries according to labor contracts and performance contracts, established a full staff performance management system, carried out individual evaluation, and realized the effective elimination and mobility of personnel.

The company has formulated and implemented a series of incentive management measures to implement differentiated remuneration linked to scientific and technological innovation projects for technical talents, and the achievement reward has increased by 14% year-on-year; Implement differentiated compensation of "salary based on ability, position and performance" for skilled personnel, and increase the income gap of front-line employees in the same position to 15%; The "commission system" is implemented for marketing personnel, and the salary standard is 2.5 times that of ordinary employees. Meanwhile, SWA standardized the remuneration for non leadership positions, further encouraged professional and technical personnel to give full play to their expertise and actively participate in the construction and management of various projects.

Southwest Aluminum has formulated the implementation guidance on the construction of employees' career development channel (Trial), built a smooth employee career channel system for horizontal communication and vertical promotion, implemented the accelerated training plan for young talents, focused on the training of 55 young management, technical and skilled talents, and established the training, education and tracking management account.

"The implementation of the 'two three three three' system and a series of important breakthroughs in incentive and restraint mechanisms have effectively stimulated the enthusiasm and enthusiasm of employees and officers in various posts to start a business, formed a good situation of people-oriented and giving full play to their talents, and truly strengthened the endogenous power and vitality of the enterprise." the person in charge of the human resources department of Southwest Aluminum said.

Do fine main business and live auxiliary business

According to the market-oriented reform idea of "refining the main business and revitalizing the auxiliary business", Southwest Aluminum vigorously promoted the separation of main and auxiliary businesses, structural adjustment and organizational optimization and reorganization, fully completed the "four unification" of labor relations in its subsidiaries, and the development of main and auxiliary businesses was more coordinated.

In 2019, taking the pilot reform of professional manager system of precision processing company as the breakthrough, Southwest Aluminum started from the top-level design, covering multiple institutional levels such as personnel selection and employment, salary incentive, supervision and restraint, and made every effort to create a "five in one" incentive mechanism with the main line of "market-oriented selection and employment and contractual management", so as to integrate party construction, business performance, employee interests, safety The key indicators in the five aspects of environmental protection are linked to the responsibility salary of professional managers. After a series of reforms, today's precision processing company has taken on a new look - the management organization and personnel have been reduced, the vitality and motivation of cadres, employees and officers to start businesses have been significantly enhanced, multiple projects have been promoted rapidly, and new profit growth points have been cultivated.

In the first half of 2020, on the basis of summarizing the pilot experience of professional manager system reform, Southwest Aluminum started to implement the risk mortgage system of investment projects and the reform of professional manager system for electromechanical companies. At present, the company's net equipment assets have increased from more than 2.4 million yuan three years ago to more than 13 million yuan, successfully completing the business goal of professional manager reform in the first year.

According to the actual situation of each enterprise, SWA implemented classified policies and precise reform, so as to make the reform truly become the "booster" of enterprise development.

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

Source: Network

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