1. Clear tasks and firm ideas
The past year was indeed an extraordinary year, and many tasks deserve our careful summary. The two-level leadership team of the group company faced difficulties, met challenges, fulfilled its duties, and worked actively. The employee representatives recognized and affirmed the work results achieved. People are gratified by the improvement of the company's overall management level and the company's new development trend. Over the past year, Comrade Hong Qi has worked very hard and made great achievements in production and operation. In particular, he has worked tirelessly to go to key construction sites and organize the "100-Day Campaign" activities, which has played a very good role in promoting the completion of the annual construction plan. In terms of management, Comrades Tiancheng, Baohua, Qingjun, Chen Tao and Yang Xin have all made great efforts and achieved results. Kehua and Weili worked diligently and diligently on the projects under construction. The standardized management of Zhengxi Passenger Dedicated Line construction that Comrades Baohua and Weili worked hard on has become a model for standardized management of global engineering projects. Comrade Li Kun stood up alone and called on the headquarters to transfer 30 million yuan back to the group, which is a contribution. Comrade Quanxiang was in charge of the government agencies, and Comrade Gao Feng was in charge of the trade union. They worked in obscurity, worked hard, and made great progress. Comrade Shufu is responsible for organization, publicity and disciplinary inspection and supervision work very seriously and effectively. Comrade Jianguo focused on financial management, investment and financing, ensuring the normal operation of the company, and actively participated in business operations. In short, I am quite satisfied with the work of all members of the team. Over the past year, the work of most of the supervisors of subsidiaries has also been quite outstanding: Comrade Yantang of the fourth company has taken into account the overall situation, always strives for the first class and does the best when he needs to do the best. The level created two firsts. Comrade Tianxin of the electrical company dares to innovate and develop, and the company is developing well. Comrades Zijian and Hongwei of the first company focused on quality and brand creation. In 2005, they won the National Silver Award for Engineering Quality and the Luban Award, adding luster to the group company. Comrade Tianyao of the Third Company united a group of new people to work hard and made new progress in the relocation, reform, operation and management of projects under construction. Comrade Yuping of the Sixth Company has achieved results in refined project management and reduction of agency expenses. Comrade Youlin of Yangmahe Company has done a lot of work in group work and beautifying the environment. The Xiangyu Second Front Headquarters headed by Comrade Guojian Construction and the Naxu Project Department headed by Comrades Ren Ping and Pi Jin both completed their annual tasks well and were well received by the owners. I am also deeply pleased with everyone's hard work and dedication over the past year. I would like to take this opportunity to express my heartfelt thanks to everyone.
The new year is the first year of the “Eleventh Five-Year Plan” and a critical year for us to achieve our goal of strengthening our foundation and striving for the upper reaches. We have more work, heavier burdens, and greater responsibilities. At present, the main tasks facing our two-level leadership team are to establish and implement the scientific outlook on development, promote independent innovation, and accelerate the pace of leap-forward development. Our party-building ideological and political work and disciplinary inspection and supervision work must be carried out closely around this central task to provide strong guarantees and services for building differentiated and advantageous enterprises.
We have established a competitive strategy of independent innovation and creating differentiated advantages. This is a historic decision made by the board of directors and the standing committee of the party committee to adapt to market development. It is also an important step in deepening the implementation of the cross-development strategy of "protecting jobs, doing unique jobs, and planting money trees" A major strategic move is a practical action to implement the Scientific Outlook on Development and the spirit of the Fifth Plenary Session of the 16th CPC Central Committee. This is our strategic decision to seize the historical opportunity of the country to accelerate the construction of high-speed railways and urban rail transit, completely change the passive position in market competition, and seek long-term development of the enterprise. The independent innovation competition strategy has been determined, but the key is to organize and implement it carefully. At the work meeting, I put forward three requirements for forming independent innovation knowledge, practicing independent innovation projects, and comprehensively promoting independent innovation. Here, I would like to emphasize a few more points on how the two-level leadership team implements the implementation:
First, we must truly attach importance to and strengthen our ideas. Adhering to independent innovation and building a differentiated and advantageous enterprise is not a stopgap measure or a slogan, but a strategic task that the two-level teams at the bureau and office must try their best to complete.
Our leading cadres, especially business executives, must have a deep understanding of the significance of this competitive strategy for making the 23rd Bureau stronger and bigger, strengthen our concepts and confidence in independent innovation and leapfrog development, truly value it from the depths of our thoughts, and take action from the bottom up. Go all out on planning and operations. We must carefully consider the entry point to achieve "unique work" based on the characteristics and competitive advantages of the unit, and carefully identify the breakthrough points to create scarcity, so as to create differentiation and enhance the core competitiveness of the enterprise, and achieve our self-reliance and leap-forward development.
The second is to improve the organization and strengthen leadership. To create differentiated advantages, we must take technological innovation as the core, institutional innovation as the guarantee, and management innovation as the means. This is a complete system. To put people first, implement independent innovation and promote leap-forward development, we must rely on the overall joint efforts of the leadership team and effectively strengthen organizational leadership. A leading group must be formed by the chairman of each unit, the general manager, party committee secretary, and leaders in charge of science and technology, management, finance, and engineering. Relevant departments have made specific plans and implementation methods in accordance with the requirements for scientific and technological research and development, project management, business management, employment management, financial management, structural adjustment, and party building ideological and political work innovation that I proposed at the work meeting, and unified them to form a complete , an overall plan with clear goals and strong operability. At the same time, it is necessary to clarify leadership responsibilities and departmental responsibilities, and implement them separately according to the plan, so that all work can be truly implemented.
The third is to improve the system and favor policies. To create differentiated advantages, technological innovation is the core. Our goal is to vigorously improve the company's original innovation capabilities, integrated innovation capabilities, and introduction, absorption and re-innovation capabilities in science and technology. Form a market-oriented technological innovation system with enterprises as the main body and a combination of industry, academia and research. To be specific, we need to continue to maintain our advantage at the forefront of China Railway Construction Engineering Bureau in terms of the number of national science and technology patents we have, maintain our advantage in the ballastless track and collapsible loess construction technology in the railway construction market, and maintain our advantage in maglev beams and monorails. We will continue to maintain our advantages in PC beam manufacturing technology and work hard on the Zhengzhou-Xi'an Railway Passenger Dedicated Line project and other 16 key projects in the overall situation. We will strive to create a brand with our technological advantages and cultivate the market with our technological advantages. To this end, the Bureau Group Company and its subsidiaries should set up scientific and technological R&D institutions with chief engineers as the mainstay, integrate scientific and technological R&D talents, and increase investment in scientific and technological R&D. The group company and each subsidiary must establish an intellectual property incentive mechanism around technological innovation, implement preferential policies for technological R&D personnel, and reward scientific and technological talents with significant performance and major contributions to technological innovation. The system ensures that the new salary of personnel engaged in scientific and technological development is not lower than that of project managers. At the same time, not only should scientific and technological research and development results be heavily rewarded, but also long-term application rewards should be given based on their intellectual property rights after they are transformed into actual construction capabilities.
2. Strengthen team building and highlight quality improvement
The comprehensive quality and ability of the leadership team, especially the company managers, is the key to creating a differentiated and advantageous enterprise. At present, the gap between the quality and ability of some leaders and the requirements of enterprise development, especially the shortage of high-quality entrepreneurial party and government managers, is still a prominent problem in team building. In my speech at the work meeting, I put forward three requirements for the ideological style and behavioral concepts of the leaders: focus on practical results and eliminate losses; value responsibilities, avoid impetuousness, take the overall situation into consideration, and unite and cooperate. I hope everyone will conscientiously understand and implement them. Here, I would like to emphasize a few more points:
1. Supervisor quality. The business manager is the head of the enterprise. It is the main responsibility of the business manager to do a good job in production, operation and various management, and to improve economic efficiency. At the 2006 head office work meeting, General Manager Jin proposed that the head office should change its growth mode and follow a development path of small and specialized, medium and strong, and large and stable. The group company is required to become the main body of project contracting, and each engineering company must become the main body of construction management. The business philosophy I proposed last year of “taking charge of local responsibilities, promoting management through management, and taking both responsibility and management” is completely in line with the overall business philosophy of the head office. We are an enterprise and a market competitor. Obtaining maximum profits with minimum investment is our fundamental purpose. We must carefully handle the relationship between scale and efficiency. No matter how many projects we take on, if they are not managed well, the result will inevitably be a bad brand, no benefits, or even losses.
This is the correct policy that our supervisors and operating staff in each unit must clarify and implement.
2. Office functions. The ten offices affiliated to the group company are the dispatched offices of the group company in terms of operations according to the regional pattern. The main function of the office is to be responsible for the operation and management of a region on behalf of the group company under the unified command of the group company. Mr. Li and I have long emphasized that the office is only responsible for contracting engineering tasks and is not responsible for organizing construction, let alone selecting and deciding on the construction team without authorization. This is a management system that must be implemented seriously and an organizational discipline that must be strictly observed. I hope that the directors of our offices will be familiar with and abide by this system, obey the unified command of the group, report to each level when encountering problems, perform their duties with all their heart and responsibility, and not act alone. The leaders in charge of business operations and heads of business departments of group companies must strengthen management and supervision in this area, and those who disobey instructions and wanton violators must be held accountable and severely punished.
3. Coordinated development. In accordance with the requirements of the Scientific Outlook on Development, my understanding is that the leapfrog development of a group company is the coordinated development of the group company and its subsidiaries, and the ultimate goal of development is to prosper the enterprise and enrich the industry. In the past two years, the care given to the Second Company and Chuanshui Company in terms of profits and remittances reflects the group's leadership team's support for enterprises in difficulty. The two-year policy care for the two subsidiaries is to allow them to rest, catch up, and then compete on the same starting line with other subsidiaries in two years. The leaders of our Second Company and Chuanshui Company must not regard this kind of care as a kind of dependence, but should hurry up and completely get rid of the burden, reverse the situation, travel lightly, and catch up within the next two years. If the situation remains the same after two years, it would be a real letdown to the leadership of the organization and to all employees. In my opinion, the leaders of the two companies must be alert. During the work meeting of the head office, when General Manager Jin of the head office came to talk to me and Hong Qi, he raised the issue of gradually lowering the standards for collecting management fees from subsidiaries and requested that the group company undertake railway projects that are organized and constructed by each subsidiary company. , the management fee collection is gradually reduced to 3-5 pips, the off-road project management fee is gradually reduced to 2 pips, and the total asset return fee and management fee of each subsidiary shall not exceed 40 million yuan. I think we should conscientiously implement President Jin's instructions. My overall ideas, discussed by the leadership team and the leaders of each subsidiary company: First, increase the operation of the group company at the same level. Not only the group company itself can make money to support itself, but also the group company should continue to increase the accumulation and try to reduce the burden on each subsidiary company. Second, the management fee for railway projects contracted by the bureau will be gradually reduced to 3-5 points, and the management fee for off-road projects will be gradually reduced to 2 points. The main purpose of my idea is to make it beneficial to all subsidiaries and benefit all employees, so as to achieve the harmonious and harmonious development of the group company and each subsidiary.