Report material model essay, report material refers to a way of paying attention to the work situation, which is conducive to discovering our own shortcomings and helping us to better understand ourselves. Let's share the relevant contents of the report material model essay, and take a look with me.
Reporting materials 1
SASAC, Secretary of the Provincial Party Committee, and leaders:
You are welcome to visit and guide the company in spite of your busy schedule. Let me briefly introduce the situation of XX Company to the leaders:
I. Basic information of the company
DY company was established in 1953, and was directly under the control of Hubei province in July 2000. It is one of the five major copper raw material production bases in China and one of the key enterprises supported by H province 100. The company's fixed assets, output value, profits and taxes, cathode copper output and crude copper output rank fourth in the national copper industry. The company has five holding subsidiaries: DY Co., Ltd., XC Copper, JG Copper, JS Copper and Changzhou Dajiang Copper. The company has registered employees 17504, including 2693 retired employees.
Company Party Committee 100, Standing Committee 100. The party committee has 10 directly affiliated party organizations, including 10 for the party committee, 10 for the general branch and 10 for the branch. Grass-roots party branch. The company has party member people, among whom party member people are on-the-job employees, accounting for 20% of the total number of on-the-job employees. Source: Free Model Network 4%. The company's disciplinary inspection committee is now composed of members. The trade union, the Youth League Committee and the Association for Science and Technology are well organized.
In September, 2006, the Party Committee of the Provincial Party Committee, the Provincial State-owned Assets Supervision and Administration Commission and the Party Group of ZL Company adjusted the leading group of the company. The new leading group consists of 10 comrades. Among them, the manager 1 person, 4 deputy managers, Party Secretary 1 person, Comrade 1 served as Deputy Secretary of the Party Committee, Secretary of the Discipline Inspection Commission and Chairman of the Trade Union, and the manager also served as Deputy Secretary of the Party Committee. In addition, two assistant managers were appointed as deputy general managers of the company.
The company has 100 middle managers, with an average age of about 20 years old. Bachelor degree or above; People with senior titles.
Two. In 20xx, the company completed its production and operation.
In 20xx, the annual operating income 10 billion yuan, total industrial output value 10 billion yuan, profit 10 billion yuan and tax 10 billion yuan will be realized. It produces 10,000 tons of mineral copper, 10,000 tons of cathode copper, 10,000 tons of gold, 10,000 tons of silver and 10,000 tons of sulfuric acid. The production and sales rates and payment recovery rates of copper, gold, silver, sulfuric acid and iron concentrate all reached 100%. Among them, it exports tons of cathode copper and kilograms of silver, earning billions of dollars in foreign exchange. A number of important endurance events were built and reformed throughout the year. Among them, the new oxygen station, the transformation of No.3 converter and the refining of 50,000 tons of large plate copper have been completed and put into operation; The deep mining project of T Mine started in an all-round way, and the excavation and stripping of Wanfang was completed throughout the year. The completion and commissioning of these projects have further expanded the production capacity of the company's main products and enhanced the company's development potential.
By the end of 2006, the company's total assets were billion yuan, including billion yuan of current assets, billion yuan of long-term investment, billion yuan of fixed assets, and billion yuan of intangible assets and other assets. The total liabilities and owners' equity are billion yuan.
Third, the general idea of the company's reform and development in the coming period
In September 2006, after careful analysis of the company's situation, the adjusted leadership revised and improved the company's "Eleventh Five-Year" development plan, and put forward the goal of doubling the company's total assets by 201/kloc-0 on the basis of 2006, and the annual sales revenue exceeded 20 billion yuan, and formulated five development strategies for this purpose. The first is the resource development strategy. The general idea is to consolidate and expand the existing resources, strive to control the surrounding resources, actively find replacement resources, and participate in the development of overseas resources. By the end of the Eleventh Five-Year Plan, the annual output of the company's own mineral resources has reached more than 30,000 tons, and the controllable resource reserves have reached more than 3.5 million tons.
The second is the scale promotion strategy. The basic principles are: advanced and practical rough machining technology, domestic first-class refining technology, 400,000 tons of supporting capacity, and fire and wet method in place step by step. The initial plan is to design according to the production capacity of 200,000 tons, and then expand the production capacity to more than 300,000 tons according to the resources. Together with 6,543.8+0.2 million tons of red copper and 6,543.8+0.6 million tons of new red copper retained by Noranda Furnace, the crude copper production capacity of more than 500,000 tons can finally be formed.
The third is the structural adjustment strategy.
The starting point is: not only to be bigger and stronger, but also to do better and truly realize scientific development. Mainly to speed up the separation of main and auxiliary industries and the reform of auxiliary industries, build three auxiliary industries of construction, logistics and service, and adjust the industrial structure of the company; Strengthen comprehensive utilization, develop circular economy, develop copper deep processing products and improve the company's product structure. To develop circular economy, it is mainly to vigorously develop valuable elements in smelting waste residue, waste liquid, waste gas and waste water, and produce rare and precious metal products such as platinum, palladium, selenium, tellurium and nickel with exclusive operating advantages and greater profitability, so that the annual output value of this piece can reach more than 1 100 million yuan. Years ago, the company has set up a rare and precious metal factory, specializing in product development in this area. The development of deep processing of copper products is mainly based on the construction of copper strip project. Through cooperation with large household appliance groups and automobile groups, supporting products such as copper bars, copper internal threaded pipes, enameled wires and copper automobile parts are developed.
The fourth is the capital operation strategy. The main purpose is to expand the source of funds needed for the company's development through various capital operation modes, realize low-cost expansion and reduce investment risks. Actively revitalize the existing assets, adopt leasing, contracting, joint venture cooperation, divestiture and sale, etc., promote the separation of main and auxiliary, and improve the efficiency of resource allocation; Provide financial support in the field of resource development and deep processing, actively seek potential M&A goals, and implement joint and integration in various ways to make the enterprise bigger and stronger. At the same time, strive to issue shares in the shortest time and raise development funds from the capital market.
The fifth is the strategy of strengthening enterprises with talents. The basic requirement is to reverse the unqualified situation of high-level professionals in the company as soon as possible and provide human resources guarantee for the implementation of the above strategy. It mainly adopts the combination of training and introduction, focusing on strengthening the construction of three teams of management talents, professional and technical talents and operational skills talents, constantly optimizing the age, specialty and knowledge structure of all kinds of talents, and striving to make the company's three types of senior talents reach more than 100 by the end of the Eleventh Five-Year Plan.
Report Material 2 The first thing the new governor of a province did was to make a special investigation on the development of urban agglomeration, the core growth pole of the province, and sent a telegram to the relevant municipal government in advance to inform the intention of the investigation and the key issues of the research. The report of the mayor of one of the cities is almost a disguised government work report, covering all aspects of the city's work. When it comes to the special issues of this investigation, it is ignored, and the mayor's report is stopped on the spot by the governor. The report of the second mayor avoided this mistake, but he was too rigid in reporting the work done in the previous paragraph on how to promote the development of urban agglomerations. Because this work has just begun to explore, the report is nothing more than building a few roads and holding several regular meetings, which can't explain anything at all. On the other hand, it made mistakes in principle and regularity in policy suggestions on promoting urban agglomerations, stressing that to promote the development of urban agglomerations, the provincial party committee and government must make up their minds to promote the administrative integration of several cities, and promote the economic integration of several cities through the unification of administrative systems and the strengthening of administrative authority. The result was severely criticized by the governor, saying that the thinking of the main leaders in the city still stayed in the planned economy period because it violated the laws and trends of modern cities and modern economic development. The report of the third mayor is very objective about the work of promoting the development of urban agglomerations some time ago, saying that this work has just started and is still in the process of planning and decision-making. This paper mainly analyzes and reports several issues raised by the telegraph sent by the provincial government, and especially emphasizes that under the condition of market economy, the key to promote the development of urban agglomerations is to promote urban economic integration, especially industrial cooperation and complementarity between cities, and avoid taking the old road of administrative integration. This report was fully affirmed by the governor.
The same theme, three reports and three different effects are mainly due to the different grasp of "knowing" and "characteristics". The first report didn't understand the listener's intention at all. I said completely "yes" and I said very "strong". The second report, although it took some thought to understand the intention and emphasize the characteristics, the understanding of the superior's intention was inaccurate, not in-depth and opaque, so there were mistakes in raising points. In addition, when reporting the characteristics of his works, he is grandiose. The success of the third report lies in correctly understanding the intentions of superiors, seeking truth from facts when reporting, and putting forward innovative thinking on some major issues of concern to decision makers.
This example is enough to illustrate two problems. One, in a variety of commonly used leadership manuscripts, because the report materials directly report to the superior leading organs, leaders at the same level or brother units, and introduce the work situation and ideas, such manuscripts are directly related to the image of a place, a department and a unit in the superior leadership or peers, and directly reflect the leadership's policy level, decision-making ability and work style. This kind of report is successful, not only journalists can leave a good impression in the minds of superiors, but also the work of localities and units can be affirmed and supported by superiors. It can even be said that through some important occasions and important content reports, we can win relevant policy support that is difficult to get at ordinary times. Second, to write good report materials and make a good report, of course, it depends on hard work and the accumulation of knowledge and ability in all aspects, but the skills of reporting are also very important, otherwise even if you have a strategy, it is useless to write it. The key to writing a good report is to carefully understand and accurately grasp the special important role and function of the report. When writing this kind of manuscript, we should always remember that the work reports and introductions specially listened to by superiors or leaders at the same level have a strong purpose. Or sum up and popularize the work experience in various places, or listen to the suggestions of leading organs at lower levels on some major decisions being made, and learn from the solutions and experiences of brother regions and units on some major issues and decision-making issues. Seeing this layer, when we write the report materials, we can "do what they like" to meet their needs. Report the working materials to the superior leaders. This kind of material should attract the attention and interest of superior leaders and show the reporter's leadership level and work performance, only by highlighting personality and characteristics. Many report materials spread out dozens of pages, and all the work and achievements were omitted, but the superior leaders did not pay attention to them and even showed boredom. The reason is that the article is irrelevant, and the "supply and demand" is out of touch or even misplaced. In the eyes of superior leaders, many tasks you relish are just routine tasks that leaders at your level should do well. Doing well is due diligence, and doing badly is dereliction of duty. For routine and routine work, superior leaders have no intention and need not know so clearly. On the contrary, what new situations, new contradictions and new problems have emerged in your work? What do you think, what do you think and how to solve them? This is highly concerned by the superior leaders. It is a big taboo to truthfully explain what you should do in your job and avoid talking about the issues that leaders care about, which is also a common problem in many report materials at present.