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雄安新区房屋政策文件 中共河北雄安新区工作委员会河北雄安新区管理委员会印发《关于完善雄安集团法人治理结

更新时间:2022-07-25T10:12:06 浏览:106次 作者:雄安新区房价

熊安发[2020]7号

河北雄安新区管委会关于印发《关于完善雄安集团法人治理结构和现代企业制度的意见》的通知

雄安集团新区各部门:

现印发《关于完善雄安集团法人治理结构和现代企业制度的意见》,请认真贯彻执行。

中共河北雄安新区工委

河北雄安新区管委会

2020 年 6 月 22 日

(这是公开发布)

关于完善雄安集团法人治理结构和现代企业制度的意见

深入贯彻落实中共中央国务院印发的《关于支持河北雄安新区全面深化改革扩大开放的指导意见》安安集团有限公司提高市场化融资能力,规范运用社会化市场化 根据省委省政府总体部署,结合《中央指导意见》 《中共国务院关于深化国有企业改革的意见》(中发[2015]22号)和《国务院办公厅关于进一步完善国有企业工作的指导意见》治理结构》(国办发[2017]36号)和《河北省人民政府办公厅关于进一步完善法人治理的实施意见》 《国有企业结构》(冀政办发[2018]2号)等文件 为进一步完善雄安集团法人治理结构,建立现代企业制度,夯实雄安集团责任,充分发挥其在雄安新区开发建设中的引领和骨干作用,制定本意见。

一、指南

以习近平新时代中国特色社会主义思想为指导,深入贯彻落实党的十九大和十九届二中、三中、四中全会精神,坚持以新发展理念和高质量发展要求,牢牢把握成立雄安集团的初衷和使命,围绕雄安新区规划建设需要,进一步理顺权责关系。新区管委会和雄安集团,提升集团公司治理能力和水平。按照“投、融资、开发、建设、运营”五位一体的运作模式,着力发挥投融资平台功能,提升市场化融资能力,实现“保进度、保质量、保成本、保诚信”,打造“雄安品质”,打造“诚信雄安”,切实发挥雄安集团作为新区规划建设的主要载体和运营平台的重要作用.

二、基本原则

——坚持党的领导,提高立场。深入学习贯彻习近平总书记重要讲话和重要指示精神,坚定“四个意识”,坚定“四个自信”,做到“两个维护”,坚决贯彻落实决策要求和部署省委、省政府把加强党的领导和完善公司治理统一起来,充分发挥党委定方向、管全局、保落实的作用。

——坚持政府主导和市场运作。雄安集团全力完成新区党工委、管委会下达的投融资和开发建设任务,聚焦政府不能做、市场不愿做的事情做到,撬动社会资本参与新区建设,充分发挥市场在资源配置中的决定性作用。

——坚持重点定位,突出主体责任。围绕新区规划建设任务,坚持投融资平台定位,遵循“投、融资、开发、建设、运营”五位一体的运营模式,推进基础设施建设、城市发展、数字城市、公共服务和新区生态环境,着力打造“管理规范、决策科学、专业高效、可持续发展”的全国一流投融资公司。

——遵纪守法,高效治理。进一步完善各司其职、协调运作、有效制衡的公司​​治理结构,优化子公司管控模式,依法合规开展投融资活动,建立“产权清晰、权责明确、政企分开、管理科学”的现代企业制度,确保国有资产保值增值和企业长期可持续发展。

三、促销措施

(一)规范主体权责边界,理顺政企关系

1.加强对雄安集团的管理。新区管委会根据法律法规和雄安集团章程,切实履行省政府授权的投资人职责。根据雄安集团承担的投融资和开发建设任务,研究出台现金增资、地价投资、资产注入、税收减免等支持政策。新区管委会负责完善国有资本授权经营制度,建立投资者审批事项清单和责任追究机制,重点管理国有资本布局,规范资本运作,强化资本约束,提高资本回报率,维护资本安全。新区管委会负责制定年度投资建设计划,按照审批制度对项目进行行政审批,依法积极筹集政府投资项目建设资金,完善管理机制政府投资项目,明确规划、实施、变更等管理流程。

2.发挥建设指挥部的统筹协调作用。新区建设指挥部统一领导和指导新区建设,协调推进重大项目,研究审议重大问题,协调解决重大问题。各分部协调辖区内工程项目建设,参与项目前期工作,指导和调度项目实施,具体协调新区管委会、各部门、三县等相关事宜该地区的政府和雄安集团。雄安集团安排副主管为片区副司令员,参与指挥部工作,参与制定各片区总体开发建设规划,积极对接片区项目建设序列,及时协调解决涉及雄安集团的具体问题。

3.落实雄安集团项目建设主体责任。根据工作安排,围绕新区规划建设任务和企业业务发展需要,充分利用政府给予的支持条件和扶持政策,着力提升市场化融资能力,依法合规、经济高效地筹集开发建设资金。协调编制集团年度建设计划、投融资计划、资金使用计划,建立计划跟踪执行和监督检查机制;要对工程进度、安全质量、招投标采购、造价管理、工地管理等承担主体责任,明确任务。文件、时间表、路线图和负责人,确保项目建设有效、有效、有序地进行。

(二)完善公司治理结构,提高治理水平

1.加强党的领导,严格执行“三重一大”决策程序。一是雄安集团党委充分发挥党组织的领导核心和政治核心作用。明确党组织在雄安集团法人治理结构中的法律地位,在企业决策、执行和监督中的权力、责任和工作方式,支持董事会、监事会、管理层依法履行职责,确保党和国家政策和政策贯彻落实。二是坚持和完善“双向进入、交叉服务”的领导体制,落实干部党管、人才党管原则。健全干部党管原则与董事会依法选任管理人员有机结合的有效机制,充分发挥党组织在选拔工作中的领导和把关作用和企业就业。三是严格执行集团重大事项、重要人员任免、重大项目安排和大额资金使用的“三重一大”决策程序,落实预——研究党委重大决策机制,切实发挥党委指挥、管大局、保障执行的作用。

2.加强董事会建设,提高董事会决策水平。一是明确雄安集团董事会职责。根据公司章程和董事会议事规则,董事会对战略、制度建设、投融资、财务资金、重大事项等总体重大决策事项行使决策权。项目和风险管理。二是支持雄安集团董事会根据公司发展需要适时成立专门委员会,为董事会决策提供咨询。其中,薪酬与考核委员会和审计委员会应以外部董事为主。三是规范董事会议事规则,与党组织议事规则、管理层工作流程相衔接。集团董事会严格执行集体审议、独立投票、个人负责的决策制度,平等发表意见,建立集团决策跟踪执行和事后评价制度。董事会。

3.强化管理者职责,激发经营管理活力。一是落实管理自主权。建立规范的管理层管理授权管理制度,董事会与管理层合理分离,逐步实现集中决策、分散经营、专职经营的管理格局。二是强化管理责任。总经理办公室将按照程序对集团日常经营管理中的重大事项行使决策权,研究贯彻党委、董事会的决策部署和相关决议,加强管理责任制。三是完善对管理者的考核评价。逐步完善和完善董事会对经理层的考核体系,严格目标考核,完善考核体系。

(三)优化管理运行机制,压实分级职责

1.明确新区省委、省政府、党工委、管委会要研究决策。一是须经省委、省政府研究批准的事项,主要包括雄安集团的合并、分立、注销、解散、公司形式变更、改制和破产清算预案等。对雄安新区具有重大战略意义的区域性投资项目,以及根据投资额度需要由省委、省政府批准的重大投资项目等决策事项。二是需要省委雄安新区规划建设领导小组研究审议的事项,主要包括集团注册资本的调整、设立、合并、雄安集团二级、三级公司的分立、注销、解散、公司形式变更、改制、破产。清算方案,以及需要省委、省政府研究批准的区域外投资项目和其他重大投资项目等决策事项。三是需要报新区党工委、管委会批准的事项,主要包括公司章程修改、​​集团战略规划、经营业绩考核、集团投融资计划、年度融资预算、公司债券发行情况、集团建设计划、重大投资。项目、财务预决算方案、利润分配和弥补亏损方案、中层干部任免、组织机构、人员招聘计划等重大事项的决策事项。需要上报省级以上的事项,由新区党工委、管委会研究审查,按程序报送审查。

2.明确雄安集团总部职能定位,完善垂直管控链条。一是强化雄安集团总部“定战略、抓领导、建机制、决策、严考核、控风险、保保障”的核心职能,加强对子公司的统筹管理。对全资子公司的投资事项进行集中决策,对融资事项实行分级管理;对项目建设实施计划管理,对建设全过程进行监督管理;实行资金使用集中管理;选拔等统一管理;成立招聘、成本、安全质量等专门领导小组,负责制度建设、统筹指导和监督管理。二是通过授权管理、分类管理和监督管理,明确集团总部和子公司各业务条线的管理流程、关键节点和管控力度,初步建立包括党建和廉政、战略和经营管理、投融资管理、项目建设管理。 、财务管理、干部人事与人力资源管理、风险合规管理、安全质量管理、资产运营管理、新闻宣传和外事管理等10大类分级审批决策事项清单。

3.强化集团对子公司的管控,分级管理职责。一是雄安集团二级公司或项目公司作为项目建设实施主体,要强化“项目建设、专业化运营”核心能力,对总体下承接的投资建设项目实施全过程管理。集团的指导和业务管控。根据集团建设规划,制定并实施建设项目总体控制计划和专项计划、施工组织计划、安全质量管理计划。二是按照集团规章制度和管理要求,雄安集团二级公司采用全资三级公司强控模式,对项目建设进行监督管理;对于控股和参股三级公司,原则上按照公司治理结构进行市场化运作。为加强集团外派董事、监事和高级管理人员履行职责的管理,充分发挥合伙人的经营能力,同时夯实集团股东的监督职责,维护集团股东利益,确保国有资产保值增值。

(四)积极拓宽融资渠道,提高造血能力

1.建立长效资本补充机制。根据雄安集团承担的投资建设任务和融资能力,新区管委会将逐步增加注册资本,建立长效资本补充机制。近期,注册资本由100亿元增至300亿元,分期支付。

2.支持向雄安集团注入优质资产。新区管委会依法合规向雄安集团注入优质资产和土地使用权,扩大资产规模,优化资产质量,提升可持续融资能力。新区管委会将加快合理配置公益性、准公益性项目和一定规模的商业开发用地。在符合国家法律法规的前提下,通过土地出让或地价投资弥补公益项目建设资金缺口。

雄安新区房屋政策文件

3.积极拓宽项目融资渠道。雄安集团要积极争取金融监管部门的政策支持,广泛争取开发性和政策性银行等银行、保险公司、证券公司等金融机构的支持,用好直接融资和间接融资渠道,用好信贷贷款、债券产品和债权。计划、REITs、票据产品、特殊保险计划和其他工具;积极争取政策性银行专项建设资金支持雄安新区建设。新区管委会会同省发展改革委、省财政厅等部门积极向国家发展改革委、财政部等部委沟通汇报,支持雄安集团发行政府支持的机构债等债券产品,进一步拓宽项目融资渠道。

4.建立广泛的金融战略合作伙伴关系。雄安集团要立足投融资平台定位,充分发挥雄安新区的试点优势和政策优势雄安新区房屋政策文件,与银行、保险、证券、信托等金融机构在投融资等方面开展合作。融资模式创新、重大项目融资、金融板块形成。机构与央企、优质国企、外资实力企业、民营企业等在集团层面建立了“正面交锋”战略合作关系,实现优势互补,有效撬动社会资本共同参与新区建设。

5.加快设立投资建设基金。雄安集团要加快设立基础设施投资建设基金,研究推动拟投资项目公司的地价,以项目公司营业收入作为回报保障发挥基金投资的作用,多渠道社会资本支持新区开发建设,为公益事业做出贡献。为性基础设施项目提供基于市场的融资支持。

6.参与金融事业板块的建立。雄安集团要立足主营服务业务,“不求一切,只求其在”,积极参与新区金融机构和金融基础设施相关机构筹建,巩固集团投融资平台功能。近期,新区管委会支持雄安集团加快设立增信公司,提升企业信用,降低企业融资成本。

(五)狠抓重点项目建设,推动高质量发展

1.压实施工主体责任,确保工程建设进度。一是雄安集团按照年度建设项目计划时间节点,聚焦重点工程项目,科学组织、统筹规划、细化措施、各司其职、依法依规、按程序加快推进。抓紧抓好工期,确保重点工程高质量。进步。二是建立项目推进工作台账,明确时间表和路线图,确保目标明确、任务明确、责任明确、措施明确,加快形成塔机如火如荼的建设景象。三是加强现场调度,加强与新区改革发展局、规划建设局、重大项目办等职能部门的沟通协调,健全衔接机制、调度机制、协作机制,系统地解决项目推进过程中存在的问题。高效顺畅的施工。

2.创新质量管理方式,确保工程建设质量。一是雄安集团要严格执行国家、省、新区对工程质量的相关要求雄安新区房屋政策文件,压实参建企业工程质量主体责任,严格遵守项目管理规定,落实“雄安质量”标准体系。二是继续推进质量安全诚信体系建设,加强对参与企业的合同履约考核和信用评价,建立参与企业工程质量信用档案,推动质量失信问题落实失信企业惩戒制度和“黑名单”制度;管理,充分发挥监督作用,巩固和细化监督服务职责。三是加大基础建材质量监管力度,加大对突出工程质量问题的处理和处罚力度,建立工程质量管理质量奖惩制度,奖优罚劣。四是创新完善工程质量监管模式,实施“双随机、一次公开”检查方式和“互联网+监管”模式,着力提高监管效率,着力打造精品工程、高品质工程。精品工程,示范工程,打造“雄安精品”。

3.强化安全生产意识,筑牢工程安全底线。一是雄安集团要树立“生命第一、安全第一”的理念,落实安全生产主体责任,夯实安全生产基础保障能力建设,加强全员安全素养培训。参与企业,坚决杜绝生产安全事故的发生。二是雄安集团要严格落实施工单位安全生产责任,建立全过程风险管理体系,加强施工安全规范化管理,加强对工程监理单位和第三方机构履职情况的监督。提高施工现场安全管理的制度化和规范化。 ,标准化水平。三是开展从建设项目立项到运营阶段的全过程安全风险评估,落实风险源管理,加强重大安全风险预警,不断提高防范化解能力建设项目的安全风险。

4.勤俭节约,严格控制工程建设成本。一是加强预算指导,加强预算管控和监督考核,坚决按照预算和资金计划办理审批和支付,控制成本和风险。二是雄安集团要结合项目功能和实际需要,加强造价咨询管理,合理确定建设标准,严格控制设计指标,防止因不合理需求、过度设计造成建设资金浪费。三是雄安集团要全面落实成本管理责任,以“鼓励优质高价”为前提,建立健全良性的价格竞争机制;在项目实施过程中加大成本管理力度和人员投入,做好项目变更管理工作,确保竣工结算依法合规、科学高效。

(六)规范集团投资行为,严控经营风险

1.按照新区国资监管要求,建立投资监督管理制度。一是加快制定新区监管企业投资监督管理办法,建立集团投资项目负面清单。负面清单内的不准投资。严格按照雄安新区年度重点建设项目清单,集团投资计划实行审批管理。对不同领域、不同性质的投资项目实行分类监管。二是雄安集团原则上不在雄安新区以外投资。对于雄安新区具有重大战略意义的异地投资项目,无论投资金额大小,新区管委会都会研究提出意见。批准。三是按照项目投资金额对本集团投资项目进行分级审批。项目投资额在1亿元以下的投资项目,须经集团董事会批准; investment projects with a project investment of 100 million yuan (inclusive) to 300 million yuan shall be approved by the group after performing the "three major and one major" decision-making procedures in accordance with laws and regulations. Report to the New District Management Committee for approval; investment projects with a project investment of more than 300 million yuan (inclusive) will be submitted to the province according to the procedures after the New District Management Committee has studied and put forward opinions, and has been studied and reviewed by the Provincial Party Committee Xiongan New District Planning and Construction Leading Group approved by the provincial government. Fourth, Xiongan Group should manage the implementation process and progress of investment projects in advance and during the event, and establish a post-event evaluation mechanism to strengthen the overall supervision of investment behavior.

2.Improve the Group’s investment management mechanism and strictly control the investment approval process. First, Xiongan Group should improve its investment management procedures and decision-making mechanism. According to the positioning of the investment and financing platform, Xiong'an Group has done a good job in the research and demonstration of the whole process of project financing, investment and management, and strictly followed the "three important and one big" decision-making procedures. Second, Xiongan Group should regularly track and analyze the investment projects under implementation and operation, and organize research and decision-making in a timely manner according to changes in the external environment and the project itself. Third, Xiongan Group should speed up the establishment of a post-evaluation system, conduct post-evaluation on projects that have been fully completed and accepted or put into use, improve their own investment decision-making mechanism, summarize investment experience, improve investment management level, and provide reference for subsequent investment.

3.Strictly control the business risks of enterprises, and seriously investigate the responsibilities of illegal operation and investment. First, Xiongan Group should establish a risk management system for the entire investment process, improve the investment decision-making review and risk management and control mechanism step by step, make detailed project investment and financing plans, strengthen pre-investment risk assessment and risk control plan formulation, and do a good job in project implementation. Risk monitoring, early warning and disposal in the process, prevent post-investment project operation, integrate risks, and strengthen risk prevention awareness and ability. Second, Xiong'an Group should formulate a system of accountability for illegal operation and investment, refine the terms and lists of various types of operational and investment responsibilities, clarify the scope of accountability, divide standards for asset losses, standardize the work process for accountability, and achieve consistent and well-organized standards for accountability. Followable, standardized and orderly. The third is to report major business risk events to the higher-level departments in a timely manner, and establish a reporting mechanism that is connected from top to bottom and horizontally coordinated to prevent the occurrence of systemic business risks.

(七)Play the role of internal and external supervision and improve the accountability mechanism

1.Clarify the responsibilities of group supervisors and strengthen democratic supervision. The first is to actively promote the appointment of full-time supervisors to the group and perform supervisory duties, and in accordance with relevant laws and regulations and the company's articles of association, support Xiongan Group to establish a supervisory committee in a timely manner to supervise the duties of the board of directors and management members. Second, in accordance with laws and regulations, Xiong'an Group has established employee director and employee supervisor systems in the board of directors and the board of supervisors, established and improved mechanisms for information communication in the performance of duties, and promoted employee participation in decision-making and corporate governance. Third, Xiong'an Group should improve the enterprise democratic management system with the employee representative assembly as the basic form, support and ensure that the employee representative assembly exercises its functions and powers in accordance with the law, and strengthen the democratic management and supervision of employees.

2. Give full play to the supervisory role of discipline inspection, inspection and inspection. First, the Disciplinary Committee of Xiongan Group should focus on the "two maintenances", strengthen political supervision, and continue to strengthen the supervision and inspection of the spirit of General Secretary Xi Jinping's important instructions and the implementation of major decisions and deployments of the Party Central Committee. The second is to fully implement the Provincial Party Committee's "Implementation Plan for Building an Incorruptible Xiong'an", adhere to the main responsibility of the party committee, the supervision responsibility of the Disciplinary Committee, the supervision responsibility of business departments, and the joint construction responsibility of participating enterprises. . The third is to carry out daily supervision, highlight the supervision and restriction of power operation in key areas and key links such as bidding, investment and financing, engineering construction, deepen and improve the "1+5" supervision system, accelerate the construction of a smart discipline inspection information platform, and improve supervision Quality and efficiency. Fourth, we must adhere to the integrated promotion of the "three nos", maintain a high-pressure situation of punishing corruption, improve the power operation mechanism, strengthen integrity propaganda and discipline and legal education, effectively strengthen the deterrence of not daring to corrupt, tighten the cage that cannot be corrupt, and strengthen those who do not want to be corrupt. Consciously, ensure the integrity of cadres and projects, and build "honest Xiong'an".

3.Strengthen the follow-up audit of the whole process of construction projects to achieve full coverage of audit supervision. First, Xiong'an Group should formulate the whole-process follow-up audit method for construction projects, focusing on key links such as construction project approval, project bidding, material procurement, capital management, capital arrangement and the progress of project construction, to achieve the whole-process follow-up audit of construction projects. The second is to realize the audit of the whole process, all elements, all-round and full life cycle of construction projects, and strengthen the prevention and supervision in advance. The third is to strengthen communication and coordination with the Provincial Audit Office and the New District Audit Center, promote and deepen the innovation of the investment and financing system through auditing, improve the efficiency of capital use, standardize the management of construction projects, ensure the progress of project construction, prevent and reduce clean government risks, and form a government audit and Internal audit synergy.

4.Integrate corporate supervisory forces to improve supervisory effectiveness. First, Xiong'an Group should establish a supervision work system covering all departments and companies of the group, and strengthen the supervision of departments and positions with concentrated power, intensive capital, rich resources and concentrated assets. Second, Xiong'an Group should strengthen the organization and leadership of the group's internal audit, and further improve the internal audit management system. The third is to strengthen the coordination of internal control and supervision departments such as auditing, disciplinary inspection and supervision, and legal affairs, establish a supervision work consultation mechanism, strengthen the application of supervision results, establish and improve the verification, handover and rectification mechanism, and realize the organic combination of pre-event supervision, in-process management, and post-event processing. .

5.Improve the accountability mechanism and implement a fault tolerance and correction mechanism. First, Xiong'an Group should establish and improve the mechanism for investigating major decision-making mistakes, dereliction of duty, and dereliction of duty, and improve supporting systems such as major decision-making evaluation, performance records of decision-making matters, and decision-making fault identification standards. Second, the New District Management Committee supports the Xiongan Group in accordance with the "three divisions" to accelerate the establishment of a fault-tolerant and error-correcting mechanism, and further encourage cadres and employees to start businesses and take responsibilities.

(八)Strengthen the construction of talent team and improve the incentive mechanism

1.Strictly implement the appointment and dismissal procedures for the leadership team and middle-level leaders of the Xiongan Group. First, in accordance with the authorization of the provincial party committee and the authority of cadre management, the appointment and removal of middle-level leaders of Xiongan Group (including the leadership team of wholly-owned secondary companies) is studied by the Party Working Committee of the New District. The second is the appointment and removal of directors, supervisors, senior management personnel and the heads of internal departments of the second-level companies of Xiong'an Group, which will be studied by the group party committee. The third is to carry out pre-approval for the deployment and temporary appointment of cadres of Xiongan Group. The Party Committee of the Group will report the requirements and intentions of relevant positions to the Party Working Committee of the New District. After approval, the Party Committee of the Group will organize and implement it.

2.Continue to strictly control the entry and exit of professional and technical personnel. First, Xiongan Group formulates an annual recruitment plan, submits it to the Party and Mass Work Department of the New District for approval, and conducts recruitment within the scope of the approved plan. Second, the Xiongan Group organizes the recruitment, secondment and selection of personnel in a unified manner. After the research and approval of the Party Committee of the Group, the procedures such as application by the employer, organization of interviews or evaluations, research by the Party Committee, and recruitment and entry are started. The third is that the entry and exit of personnel from the three-level holding and shareholding companies of Xiongan Group are independently determined according to the corporate governance structure and go through relevant procedures. Xiongan Group fulfills the responsibility of shareholders by dispatching directors, supervisors and senior management personnel, and strengthens guidance and supervision.

3.Optimize the compensation and performance management model of Xiongan Group. The first is to conduct annual business performance assessment of the leadership team of Xiong'an Group in accordance with the "Measures for the Evaluation of Business Performance of the Leading Group of China Xiongan Group (Trial)", and implement rewards and punishments for the leadership team of the group based on the results of the assessment of business performance, and use the results of the assessment of business performance as the group. The main basis for the salary distribution of the leadership team and the important basis for the appointment and removal of positions. Second, Xiongan Group should further strengthen the performance appraisal of its subsidiaries. Focusing on the goals of "guaranteeing progress, quality, safety, cost, and integrity", according to the functional positioning and construction tasks of subsidiaries, commercial enterprises undertaking major strategic special tasks, and commercial enterprises whose main business is in a fully competitive industry and financial enterprises to implement classified assessment on the operating performance of the leadership team of subsidiaries. Third, Xiongan Group should improve the incentive and restraint mechanism for salary distribution, take the assessment results as an important basis for the training, use, reward and punishment, salary adjustment, and promotion of leaders, and gradually promote the link between the total salary of subsidiaries and performance assessment, in order to complete the annual focus Mission objectives provide long-term guarantees. Fourth, Xiong'an Group should gradually optimize the classification and differential verification mechanism of total wages according to the company's functional positioning, industry characteristics and marketization degree, improve the double-benchmarking mechanism for compensation and performance, and establish and improve the enterprise's key tasks, economic benefits and labor productivity. Wage determination and normalized growth mechanisms.

4.Explore the establishment of a market-based selection and employment mechanism. First, Xiong'an Group should establish and improve the system of open recruitment and competition for posts of various management personnel in the enterprise, so as to broaden the vision and channels of selection and employment. Second, Xiong'an Group should further improve the open recruitment system for enterprise employees by grades and classifications, and effectively make information open, process open, and results open. Third, Xiong'an Group should establish a market-oriented employment system with contract management as the core and post management as the basis, so as to truly form a reasonable flow of various management personnel in the enterprise, employees can enter and exit, and income can increase or decrease. and restraint incentives.

四、Organizational Security

(一)Strengthen organizational leadership

Research and solve major issues such as policy innovation, project arrangement, investment and financing model, and mechanism innovation, and make every effort to provide leadership, guidance and support to Xiongan Group. Xiong'an Group must stick to its original mission, take the corporate culture of "Four Irons and Four Hearts" as the cornerstone and fulcrum, work hard, be courageous, and be proactive, and resolutely implement the investment and construction tasks assigned by the New District Management Committee.

(二)Strengthen policy innovation

Implementing the "Guiding Opinions of the Central Committee of the Communist Party of China and the State Council on Supporting the Comprehensive Deepening of Reform and Expanding Opening-up in Xiong'an New Area, Hebei", and actively promoting policy innovation in key areas and key links such as land, housing, investment and financing, finance, finance and taxation, The charging and pricing mechanism is clarified to provide strong policy support for Xiongan Group to enhance its sustainable financing capability and attract social capital to participate in the construction of the new area.

(三)Strengthen style construction

Insist on tempering the "four irons" team, carry forward the "four hearts" culture, form a corporate culture that adapts to the original mission of Xiongan Group, continue to improve the cohesion, combat effectiveness and execution ability of cadres and workers, and resolutely serve the overall situation of the construction and development of the new district.

(四)Strengthen performance appraisal

Establish a scientific and reasonable performance appraisal mechanism, build a performance appraisal index system suitable for the current stage, take the investment and financing plan and the completion of the construction plan as the main appraisal content, establish a monthly plan tracking, rolling implementation and supervision and inspection mechanism. The results of performance appraisal are closely combined with incentives and constraints to ensure the realization of the goals of "guaranteing progress, quality, safety, cost, and integrity".

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