國企改革三年(nian)行(xing)(xing)動(dong)實(shi)施以來,安徽叉車集團深(shen)入學(xue)習貫徹(che)習近(jin)平(ping)總(zong)書(shu)記關于國有企業改革發展和黨(dang)的建設(she)重要(yao)論述(shu),認真(zhen)落實(shi)省委、省政府及省國資委決策部(bu)署要(yao)求(qiu),推(tui)深(shen)做實(shi)國企改革三年(nian)行(xing)(xing)動(dong),力求(qiu)“規定(ding)動(dong)作不走樣,自選(xuan)動(dong)作有特(te)色”,合力推(tui)動(dong)高(gao)質量(liang)發展,主(zhu)要(yao)經(jing)濟指標連續31年(nian)位居國內工業車輛行(xing)(xing)業前列,躋(ji)身世界前七。
堅持“兩個一以貫之”,著力完善中國特色現代企業制度
一(yi)是推(tui)動加強黨的(de)領導和(he)完(wan)善公司治理(li)體系(xi)有(you)機統一(yi)。建(jian)(jian)立第一(yi)議題制度,完(wan)善黨委研(yan)究決(jue)定和(he)前(qian)置研(yan)究討論重大(da)(da)事項清單,明確黨委發(fa)揮“把(ba)方向(xiang)、管大(da)(da)局(ju)、保落(luo)實”作(zuo)(zuo)用(yong)的(de)權責邊界。利用(yong)“三重一(yi)大(da)(da)”決(jue)策和(he)運行(xing)監管系(xi)統,厘清各治理(li)主體之間的(de)決(jue)策程(cheng)序(xu)和(he)運行(xing)規則。在全資(zi)和(he)絕對控股子企業實現“黨建(jian)(jian)進章程(cheng)”全覆(fu)蓋。推(tui)深(shen)做實合力黨建(jian)(jian)“四(si)化(hua)”“五法”體系(xi)建(jian)(jian)設,促(cu)進黨建(jian)(jian)工作(zuo)(zuo)與生產經營深(shen)度融(rong)合。
二是推行規范董(dong)(dong)(dong)事(shi)會(hui)建(jian)設。落實黨組織(zhi)成(cheng)員(yuan)(yuan)與董(dong)(dong)(dong)事(shi)會(hui)成(cheng)員(yuan)(yuan)交(jiao)叉任(ren)職(zhi)(zhi)(zhi)制(zhi)度,健全董(dong)(dong)(dong)事(shi)會(hui)工作機(ji)構(gou),規范董(dong)(dong)(dong)事(shi)會(hui)運(yun)作。實現23家子企業董(dong)(dong)(dong)事(shi)會(hui)應建(jian)盡建(jian)和外部董(dong)(dong)(dong)事(shi)占多(duo)數,落實4家重要(yao)子企業董(dong)(dong)(dong)事(shi)會(hui)六(liu)項職(zhi)(zhi)(zhi)權。制(zhi)定(ding)董(dong)(dong)(dong)事(shi)會(hui)授(shou)權管理制(zhi)度,完成(cheng)23家子企業董(dong)(dong)(dong)事(shi)會(hui)向經理層授(shou)權正(zheng)面(mian)清(qing)單(dan)和負面(mian)清(qing)單(dan)。建(jian)立委派“董(dong)(dong)(dong)監高”管理辦法,構(gou)建(jian)選任(ren)、述職(zhi)(zhi)(zhi)、評價機(ji)制(zhi),壓(ya)實委派人員(yuan)(yuan)履(lv)職(zhi)(zhi)(zhi)責任(ren)。
三是推進(jin)管(guan)理體(ti)系(xi)(xi)(xi)和管(guan)理能(neng)力現代化(hua)(hua)。完成內(nei)控體(ti)系(xi)(xi)(xi)全覆蓋建設(she),搭建內(nei)部控制、風(feng)險(xian)管(guan)理、合(he)規(gui)管(guan)理常態化(hua)(hua)監(jian)(jian)(jian)督(du)評價體(ti)系(xi)(xi)(xi),筑牢內(nei)部監(jian)(jian)(jian)督(du)體(ti)系(xi)(xi)(xi)建設(she),著力打造(zao)大監(jian)(jian)(jian)督(du)格局,有效(xiao)防范化(hua)(hua)解重大風(feng)險(xian)。開展(zhan)(zhan)對標(biao)世界一流企業(ye)(ye)管(guan)理提升行(xing)動,從戰略、組織、運(yun)營、財務(wu)、風(feng)險(xian)等八個(ge)領域開展(zhan)(zhan)對標(biao),公(gong)司入選國(guo)務(wu)院(yuan)國(guo)資(zi)委(wei)國(guo)有重點企業(ye)(ye)管(guan)理標(biao)桿創建行(xing)動標(biao)桿企業(ye)(ye)。
聚焦主責主業,著力優化經濟布局結構調整
一(yi)是提升(sheng)保(bao)鏈(lian)(lian)穩鏈(lian)(lian)強鏈(lian)(lian)補(bu)鏈(lian)(lian)能力(li)。將(jiang)好(hao)運(yun)搬投資、好(hao)運(yun)搬機(ji)(ji)械、好(hao)運(yun)機(ji)(ji)械三(san)(san)家子(zi)企業(ye)整(zheng)合(he)為好(hao)運(yun)機(ji)(ji)械一(yi)家子(zi)企業(ye),提升(sheng)管理效能。與國(guo)控集(ji)團(tuan)合(he)資成(cheng)立(li)國(guo)合(he)智能制造產(chan)業(ye)基(ji)金,圍(wei)繞工(gong)業(ye)車輛產(chan)業(ye)鏈(lian)(lian)上下游相關戰(zhan)(zhan)略(lve)性新興產(chan)業(ye)培育孵(fu)化,完(wan)成(cheng)了維德電源、宇鋒智能等科(ke)技企業(ye)投資。開展子(zi)企業(ye)和鼎機(ji)(ji)電與央企中國(guo)誠(cheng)通(tong)子(zi)企業(ye)天(tian)津力(li)神戰(zhan)(zhan)略(lve)合(he)作。圍(wei)繞五個“區塊鏈(lian)(lian)接”,謀劃(hua)“十四五”長(chang)三(san)(san)角一(yi)體化發展重(zhong)大戰(zhan)(zhan)略(lve)項目7項,2021年完(wan)成(cheng)長(chang)三(san)(san)角地區投資額9.78億元。
二是提升科技(ji)創新(xin)核心(xin)(xin)競爭能(neng)力。2021年研(yan)發(fa)投入(ru)8.23億元(yuan),研(yan)發(fa)投入(ru)強度(du)達(da)到5.36%。主持(chi)(chi)制(zhi)定國(guo)際標準2項(xiang)(xiang)、國(guo)家標準4項(xiang)(xiang),參(can)與(yu)制(zhi)修訂國(guo)家、行(xing)業(ye)(ye)及團體類標準8項(xiang)(xiang);開展產(chan)學研(yan)合(he)作項(xiang)(xiang)目(mu)(mu)(mu)54項(xiang)(xiang)。5個項(xiang)(xiang)目(mu)(mu)(mu)入(ru)選(xuan)省(sheng)國(guo)資委(wei)“關(guan)(guan)鍵核心(xin)(xin)技(ji)術(shu)和產(chan)品(pin)清單”,1個項(xiang)(xiang)目(mu)(mu)(mu)列入(ru)省(sheng)經信廳(ting)重(zhong)點領域(yu)補(bu)短板(ban)產(chan)品(pin)和關(guan)(guan)鍵技(ji)術(shu)攻關(guan)(guan)任務“揭榜(bang)目(mu)(mu)(mu)錄(lu)”,工(gong)(gong)業(ye)(ye)車輛高端傳(chuan)動系統技(ji)術(shu)研(yan)究與(yu)應用項(xiang)(xiang)目(mu)(mu)(mu)入(ru)選(xuan)省(sheng)重(zhong)大產(chan)業(ye)(ye)創新(xin)計劃項(xiang)(xiang)目(mu)(mu)(mu);“智能(neng)物料搬運機(ji)器人研(yan)發(fa)及產(chan)業(ye)(ye)化(hua)”列入(ru)省(sheng)發(fa)改(gai)委(wei)支持(chi)(chi)人工(gong)(gong)智能(neng)產(chan)業(ye)(ye)創新(xin)發(fa)展2022年度(du)支持(chi)(chi)項(xiang)(xiang)目(mu)(mu)(mu),“基于長三角一體化(hua)合(he)力FICS工(gong)(gong)業(ye)(ye)互(hu)聯網(wang)平臺”入(ru)選(xuan)國(guo)家工(gong)(gong)信部(bu)2021年新(xin)一代信息(xi)技(ji)術(shu)與(yu)制(zhi)造業(ye)(ye)融合(he)重(zhong)點行(xing)業(ye)(ye)特(te)色(se)型(xing)工(gong)(gong)業(ye)(ye)互(hu)聯網(wang)平臺試點示范項(xiang)(xiang)目(mu)(mu)(mu)。公司國(guo)家級(ji)技(ji)術(shu)中心(xin)(xin)在國(guo)家發(fa)改(gai)委(wei)評估中獲“優秀(xiu)”等級(ji);安徽省(sheng)智能(neng)工(gong)(gong)業(ye)(ye)車輛產(chan)業(ye)(ye)創新(xin)中心(xin)(xin)獲省(sheng)發(fa)改(gai)委(wei)批建(jian)。
三是(shi)提升做強做優做大(da)主業(ye)(ye)(ye)能(neng)(neng)力。全(quan)力推進剝(bo)離國(guo)有企業(ye)(ye)(ye)辦(ban)社(she)會職能(neng)(neng)工(gong)作,目前(qian)已(yi)完成職工(gong)家屬區“三供一業(ye)(ye)(ye)”分離移交(jiao)和職工(gong)醫院(yuan)移交(jiao)工(gong)作,建立健(jian)全(quan)退(tui)休人員(yuan)社(she)會化管理(li)機制,退(tui)休人員(yuan)社(she)會化管理(li)完成率(lv)100%。
引入市場機制,著力深化三項制度改革
一(yi)是創新人(ren)(ren)(ren)才(cai)(cai)(cai)隊伍培養機(ji)制(zhi),推動(dong)干(gan)部能(neng)上能(neng)下(xia)。推進干(gan)部人(ren)(ren)(ren)才(cai)(cai)(cai)隊伍“五體系一(yi)梯隊”建設,實(shi)施“雙星雙石”計劃,建立“墩苗育苗”機(ji)制(zhi),加大年(nian)輕干(gan)部使用力(li)度。完善競爭上崗制(zhi)度,擴大對(dui)急需專(zhuan)業性人(ren)(ren)(ren)才(cai)(cai)(cai)選人(ren)(ren)(ren)用人(ren)(ren)(ren)范圍,面向社會招聘(pin)8名(ming)管理(li)(li)人(ren)(ren)(ren)員。強化(hua)干(gan)部考核評價(jia)及結果應用,2020年(nian)以來,管理(li)(li)人(ren)(ren)(ren)員末等調整和不勝任退出18人(ren)(ren)(ren)。深入推進職業經理(li)(li)人(ren)(ren)(ren)制(zhi)度,39家(jia)子(zi)企(qi)業的96名(ming)經理(li)(li)層成員全部實(shi)行任期制(zhi)和契約(yue)化(hua)管理(li)(li)。
二(er)是(shi)完善勞動用工管(guan)理(li)機制(zhi)(zhi),推(tui)動員(yuan)工能(neng)進(jin)能(neng)出。建(jian)立(li)健(jian)全(quan)(quan)(quan)校招、社招、高層(ceng)次人才引進(jin)制(zhi)(zhi)度體系,實(shi)施比賢擇(ze)優(you)、競聘上崗,新進(jin)員(yuan)工100%實(shi)行(xing)(xing)公開(kai)招聘。依法推(tui)進(jin)用工管(guan)理(li),格式化規范化勞動合(he)同(tong)(tong)文本,推(tui)進(jin)勞動合(he)同(tong)(tong)管(guan)理(li)信息化,全(quan)(quan)(quan)部簽訂勞動合(he)同(tong)(tong)。實(shi)行(xing)(xing)“計分制(zhi)(zhi)+表決制(zhi)(zhi)”評價,體現以業績為(wei)導向(xiang)的量(liang)化式骨干(gan)評價評聘模(mo)式,嚴格執(zhi)行(xing)(xing)3%下調(diao)比例要求(qiu),開(kai)展全(quan)(quan)(quan)員(yuan)績效(xiao)考(kao)核。
三是優化薪(xin)酬分配激勵(li)機(ji)制(zhi),推動收(shou)入(ru)能增能減。建立以效益和(he)效率為(wei)主要依據的工資(zi)總額(e)核(he)準(zhun)機(ji)制(zhi)、以崗位(wei)和(he)績效為(wei)核(he)心(xin)要素的薪(xin)酬管理(li)機(ji)制(zhi),推動薪(xin)酬分配向(xiang)基層一線、關鍵崗位(wei)和(he)研發人員(yuan)傾斜(xie),健全差(cha)異化薪(xin)酬體系,合理(li)拉開(kai)分配差(cha)距。在子企(qi)業上海科技開(kai)展(zhan)“科改示范行動”綜(zong)合改革,實(shi)施超額(e)利(li)潤崗位(wei)分紅激勵(li)。
下一步,叉車集團將嚴格按照省國資委(wei)要求,深入開展(zhan)決(jue)(jue)戰決(jue)(jue)勝國企改(gai)革(ge)三年行動百日攻堅(jian),全力(li)以赴確保改(gai)革(ge)任務(wu)全面收官,以優異業績迎接黨的二十大勝利(li)召開。