Panzhihua Steel: "Three Orientations" Promote "Three System Reforms"

& nbsp; & nbsp; on the morning of August 1st, Panzhihua Iron and Steel Co., Ltd. held three institutional reform promotion meetings in 2023, summed up the achievements of the three institutional reforms in the first half of the year, studied and solved the existing problems, and made it clear that the next stage of work should adhere to problem-oriented, goal-oriented and result-oriented work, systematically promote the "three institutional reforms", ensure the quality and effectiveness of the reform, and unite the reform efforts for the high-quality development of Panzhihua Iron and Steel Co.

In the first half of   , Panzhihua Iron and Steel Co., Ltd. followed the principle of "region + specialty", promoted the integration of logistics specialization and official vehicle business, brought the synergy effect of specialization and intensification into full play, achieved the expected results and set up a reform model. To promote the integrated management and control of Pangang, vanadium and other five units of Panzhihua Iron and Steel Company have completed the integration of institutions and personnel, formed an integrated management structure, and achieved initial results in reducing costs, increasing efficiency and improving efficiency. However, there is still a certain gap in the continuity, balance and consciousness of the reform work of each sub-branch (unit), and the completion of indicators such as the labor efficiency of the whole staff and the proportion of people entering the empowerment center due to performance appraisal are not ideal, and it is also necessary to continue to carry forward the spirit of struggle, sort out the gaps and deficiencies one by one against the annual work plan, comprehensively speed up, catch up with each other, and ensure that the reform work achieves the expected results.

   adheres to the problem orientation and pays close attention to the implementation of the standard alignment table. Face up to the blocking points and pain points of the reform and force the reform with problems. The general steel industry should pay close attention to the collaborative integration of the "supply, production and marketing" system, promote the sharing of resources, talents and technology among the production bases, and build an interest community of "consistent goals and actions". Improve the coordinated response capacity and core competitiveness of the Pu Steel industry in an all-round way to maximize the overall benefit. The special steel industry should make good use of various favorable policies and speed up the construction of a market-oriented and customer-centered management mechanism around the three core elements of vitality, efficiency and efficiency, so as to improve business efficiency in an all-round way. The vanadium and titanium industry should focus on the overall deployment of "dual core + third pole", speed up the staffing and training of new projects, and support the new production line to achieve production and efficiency on schedule.

   adheres to the goal orientation to ensure the full achievement of the annual goals. All sub-branches (units) should carry forward the spirit of hammering nails, push forward the reform measures one by one and take effect one by one, so as to ensure that the annual goals are achieved. Managers can go up and down, in contrast to the "regulations on promoting the ability of leading cadres to go up and down (for trial implementation)", combined with the management of "two systems and one contract" management, optimization of management posts, etc., establish a regular mechanism to promote up and down management positions, and continuously reduce the establishment of management posts. Optimize the structure of managers Employees can enter and exit, make efforts to solve the "bottlenecks" such as large amount of labor, unreasonable personnel structure and lack of high-level talents, scientifically formulate optimization and adjustment plans for human resources, increase the withdrawal of incompetent personnel, promulgate and implement the incentive policy for the introduction of mature talents, and promote the strategy of strengthening enterprises with talents to achieve results. Income can increase and decrease, give full play to the "baton" role of performance appraisal, establish and improve the early warning mechanism for wage payment, adhere to the "dual grasp" of positive and negative incentives, and guide workers to resonate with the production and operation situation of enterprises at the same frequency. stimulate the vitality of micro-subject reform in an all-round way.

   insists on results-oriented, allowing enterprises and employees to share the reform dividend. Persist in reflecting the results of the reform in the improvement of efficiency and efficiency, continue to comprehensively align the standards with excellent enterprises, promote the reform work in close integration with the central work of production and operation, reducing costs and increasing efficiency, and persist in reflecting the results of the reform on the income level of staff and workers. adhere to the transmission of pressure at various levels, unite leading cadres and workers to strengthen their confidence, improve efficiency, strive to make the cake bigger, and earn their wages back by excellent performance. In particular, units that have done a good job should "eat in different stoves" and give them incentives; persist in reflecting the results of the reform in consolidating and expanding the achievements of the reform, and continue to make good use of the "key trick" of the reform on the basis of the existing reform. we will continue to optimize the organizational structure, improve the quality of the workforce, improve labor efficiency and business performance, turn all the reform "bonsai" into "scenery", and make greater contributions to Panzhihua Iron and Steel Co., Ltd.